One of the hardest habits to break when you manage employees is the practice of micromanaging. It's the supervisor's job to keep everyone in line and make sure the business is operating smoothly, but excessive interference with team members' every move may prove detrimental to the organization's success.

So, how does a supervisor who errs on the side of micromanaging let go of being a "control freak"? How do you build an environment in which you feel comfortable taking a step back, giving your team some breathing room, and trusting your employees to make the right decisions?

1. Create a priority list.

According to the Harvard Business Review, the main reason supervisors micromanage is because their priorities are not clear-cut. While micromanagers involve themselves in everything that happens within their domain, the better managers are those who know how to—and are willing to—train other people and then delegate responsibilities.