Would you recognize the signs of micromanagement in someone else? What about yourself?
Micromanagement is hyper-control over the individual and details involved in reaching a goal. This term is usually used as it relates to workplace settings, but micromanagement isn’t exclusive to managers n the workplace. It really can be used to describe anyone responsible for delivering results and leading a group of people in doing it.
According to Preventive Stress Management in Organizations, a book co-authored by three doctors and two specialists on the topic, micromanagement leads to excessive employee turnover, reduced productivity, and a bevvy of health issues of the employees under this type of management. (4)
Dr. Richard White, who has taught at Harvard’s Institute of Politics and has written numerous articles on public administration, states that micromanagement becomes compulsory and is actually a behavioral disorder similar to that of other addicts. He says that extreme micromanagement can be considered to be pathological behavior where the manager is hooked on the need to control, know and present results versus fostering creativity, which might produce better results. (5)
In an article published by LinkedIn on the psychology of micromanagement, the author details how past events can become unconsciously engrained in memory, and then shapes these tendencies to micromanage; past experiences are projected as expectations of those they manage now. This is called transference. (3)
What are the Characteristics of a Micromanaging Boss?
Micromanaging bosses:
- have a need for control. It’s frequently rooted in insecurity in their ability to keep their position long-term, or their fear of failure, or maybe a little of both. Because the manager lacks confidence in themselves, they seek control of others or, at a minimum, the appearance of control.
- fear competition because of concern for appearing inferior.
- have meetings with higher levels to gain information that their subordinates won’t have, and can become upset when upper management provides information directly to their employees, by-passing them. (5)
- dictate time, often having an affinity for deadlines. They are frequently first-in and last-out.
- may not delegate to subordinates decisions to be made so that they themselves can do make them.
- prefer to know specific details of performance of their employees versus having a broader understanding; they may fear being asked by higher-level managers and not knowing the details.
- tend to have an obsession with details of tasks performed by subordinates; extreme attention to details of how employees get to the results.
- tend to want to take credit for successes and blame subordinates for failures even though, if the manager had given their employees more freedom to do things differently, other outcomes may have resulted. (1)
- usually do not recognize their tendencies to get caught up in the details. They often will deflect any accusations of micromanagement justifying why they need to manage the way they do.
So How Do You Manage a Micromanager?
- Do well.
Know your job description and do that job well.
2. Communicate.
Proactively communicate with your boss. Get all of the particulars of what they want for a particular task and get the boss to agree to regularly scheduled check-ins. That will enable you to be productive and then plan on the check-in sessions. Showing deference for their role as the boss by asking ways you can continue to improve can helps satisfy the boss’ need for control, while showing your desire to do well. When the boss does give you space, ensure that you communicate appreciation for that.
In summary:
Ultimately, the first step for an individual to stop micromanaging behaviors is in them recognizing their need for constant control. As mentioned earlier, this is easier said than done, as most managers with this need for control have trouble accepting that they are the culprit, which is a function of this behavior to begin with.
Higher levels of leadership can (and should) recognize when those they lead need help changing their behaviors toward subordinates. They can have goal-setting sessions with the micromanager, focused on the results not on the process. They can discuss allowing of failure at lower levels. This could move the needle, yet in some cases, the tendencies of the micromanager may be too ingrained in their own personality to make much difference. In some cases, these people are better suited for positions where they control the tasks versus managing others. (5)
Within an organization, delegation is a key to productivity because an organization can capitalize on creative solutions. Organizations that flatten hierarchy, getting rid of unnecessary layers of decision-making have more chance of avoiding micromanagement. Those organizations that encourage creativity and focus on results versus the process in getting the results can discourage hyper-controlling bosses.
Sources:
(1) Wikipedia, (2) Forbes, (3) LinkedIn, “Letting Go: The Psychology of a Micromanager and How to Work with Them”, (4) Career Addict, (5) The Micromanagement Disease: Symptoms, Diagnosis, and Cure