Micromanagement is a big no-no, but backing off on management duties too much can lead to another problem: under-management. This problem is defined by a number of behaviors: poor performance, conflict avoidance, and weak accountability. When there’s not enough management being done, results inevitably suffer. Victor Lipman explains how managers fall into this trap: “Too strong a desire to be liked can get in the way of fully productive management because it can make you reluctant to do the things you need to do,” he writes. In this Harvard Business Review article, Lipman offers up three tangible steps to take if you think you might be under-managing. Download this article to learn more.