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Micromanagement is exactly what it sounds like; someone trying to personally control and monitor everything in a team, situation, or place. While this is sometimes useful (in small-scale projects), this usually results in the manager losing track of the larger picture and annoying the team by being overly-controlling.
Extra instruction and guidance helps onboard employees faster, and smaller teams can perform consistently without putting too much strain on the manager. In other words, as long as there’s not too much information, the person micromanaging it can be a detailed and valid approach.
Making sure that objectives are actionable, quantifiable, have a deadline, and are a little ambitious. Define up to 4 measurable results for each objective. Results should be difficult but achievable, measurable, and lead to objective progress.
It’s hard watching someone make mistakes, especially if you already know how to avoid them. Stay ing silent while they slip up (or even do things in ways you would not) is harder. That doesn’t mean you have an excuse to micromanage them. Micromanagement is the ultimate controlling management style. It’s demoralizing and counter-intuitive, as ...
This is especially true if you’re the one micromanaging (or being micromanaged). You can’t weed a garden with your eyes closed. You need to be able to see and identify the problem or risk doing more harm than good. To this end, most micromanagers share a few (although not always all) of the following traits:
They would likely chastise you for the slightest mistake or for carrying out a task differently to how they would have done it. If you feel like someone’s always watching you work, picking apart every mistake or deviation without due cause, your boss is probably a micromanager..
It makes them dependent on further micromanagement to do their jobs. Finally, micromanagement isn’t in any way scalable. Think about it – someone is having to spend every moment of their day reviewing the fine details of what their team is doing.
It creates dependent employees: Constant micromanaging undermines the confidence and initiative of employees overtime. They won’t do anything without explicit approval from a superior, creating damaging bottlenecks in decision making and response time.
In most cases, micromanagers are driven by a need to control situations and fear being accountable for other people's work, usually because they think that work will be of poor quality. Some other explanations for micromanaging might include: 1 They used to do the job and were great at it, so they were promoted to manager. Their way of doing things must obviously be the best. 2 They see someone struggling, and they want to help reverse the trend. 3 The assignment is a huge deal, and they can't afford to have someone make a mistake. 4 They don’t trust someone to do a job correctly (even if there is no evidence to support this).
A predictable response from a micromanager might be that they’re concerned about an employee making mistakes. While this may seem justifiable, it’s important to remember that making mistakes is one of the most effective ways for an employee to learn.
Correcting performance issues: If an employee has consistently failed to meet expectations, they may need to be retrained or put on a performance improvement plan. However, these efforts aim to help the employee get to a point where they can meet expectations on their own.
If you provide too little oversight and guidance, people could end up feeling lost, unsupported, and unproductive. On the other hand, if you provide too MUCH direction, you could end up micromanaging your team, which often makes people resentful and resistant.
These employees don’t tend to grow over time because they have no incentive to improve their skills or demonstrate their expertise. Another category of employees reacts quite negatively to signs of micromanagement. They resist, argue, push back, and generally make a show of being unpleasant at every opportunity.
It makes managers less effective: Every moment a manager spends micromanaging, a direct report is a time they’re not spending on other critical job functions. Managers who can’t trust their teams to meet expectations will often end up overworked and ineffective as they struggle to take on too many tasks.
Common signs your boss is micromanaging: They avoid delegation. Since micromanagers can’t believe anyone else will do a decent job, the only solution is… to do everything themselves. While they might get the results they want at first, this can’t possibly last.
Micromanagers are blockers that keep projects delayed while everyone awaits their approval.
If your boss is a workhorse, they might not keep the same hours as you. He or she might have had other obligations that kept them from addressing the topic during normal working hours. They might not expect a reply, but wanted to send something while it was still fresh in their mind.
The funny thing about mistakes is, if they’re all you look for, they’re all you’ll find. A boss that doesn’t trust their employees is always going to look for evidence that validates their paranoia. And they’re going to find it, even if it’s a typo in a calendar reminder you only sent to yourself.
Without assigning tasks to others with specialized skills, supervisors will inevitably take on work that they aren’t as qualified to produce. If your boss is a micromanager, they might also think it’s faster to revise your work than to give you feedback on what could be improved. You’re constantly making reports.
In his biography, Walter Isaacson wrote of how, in the hospital near the end of his life, Jobs ripped off his oxygen mask because it was ugly. “ [He] mumbled that he hated the design and refused to wear it.
If your manager never follows up on your requests for guidance or mentorship, they may be avoiding the critical skill-sharing that you need to develop in your role. They don’t see the forest for the trees. A good manager knows that effort is a valuable, finite resource that needs to be well-protected.
When micromanaged, employees begin to feel a loss of autonomy. When this happens, they’ll slowly lose the desire to go the extra mile for a task and taking pride in what they do. They’ll limit themselves to what is demanded from their manager. Essentially, they stop trying, and their engagement levels fall.
Micromanagers underutilize their employees’ skills, knowledge, and talent by controlling their every movement. They leave no room for employees to critique and improve their own processes to develop their expertise. When micromanagers treat their employees as order-takers, they diminish their capacity to innovate.
Employee engagement drives innovation, and empowering employees helps increase engagement rates. Micromanagement disempowers employees by not allowing them to get results in ways that work for them. This makes them feel less accountable for their results and less engaged. Micromanagers underutilize their employees’ skills, knowledge, and talent by controlling their every movement. They leave no room for employees to critique and improve their own processes to develop their expertise. When micromanagers treat their employees as order-takers, they diminish their capacity to innovate. Demanding creativity while jumping in to make decisions and adding pressure to work a certain way does not create a work environment conducive to innovation.
In time, negative effects of micromanaging on employee engagement and morale become apparent as productivity drops and turnover rises. The work environment created by micromanagement is inefficient and filled with unease. Employees who are made to feel that their work will never be good enough loose motivation and confidence in their ability to perform the tasks required for their position.
When micromanagers stifle an employee’s decision-making, it gives the employee the impression that the manager doesn’t trust them or believe in their abilities enough to complete the task at hand.
While some attributes of micromanaging may be necessary to perform certain duties in the workplace, they do not offer any benefits to productivity or employee engagement.
Employees have to slow down in their work to process and implement the continuous input and changes to their workflow. It can also lead them to second-guess their ability to complete tasks independently. This results in a staff that becomes dependent on their manager for guidance in completing their work.