Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 4, Issue 1;   January 7, 2004: There Are No Micromanagers

There Are No Micromanagers

by

If you're a manager who micromanages, you're probably trying as best you can to help your organization meet its responsibilities. Still, you might feel that people are unhappy — that whatever you're doing isn't working. There is another way.

Despite a wide variety of management styles, most managers have two things in common. They're pretty sure they aren't micromanagers, and most have micromanaged somebody sometime.

I'm glad he isn't my bossSome of us know that we micromanage (or don't); others have some doubts. Here are Four Warning Signs of micromanagement:

  • When you charter a task, you feel a strong need to specify or approve exactly how it will be done.
  • You feel unsure about your understanding of what your people do, but you think you're concealing it pretty well.
  • You require status reports far more frequently than you need for constructive intervention.
  • You're so busy that delays happen frequently, while people wait for your input or sign-off.

You can change only
what you can acknowledge
If two or more of these indicators fit you, you probably feel that you're coping in the best way you can with the shortcomings of the people you supervise. But if their incompetence is a real factor, do something else — micromanagement isn't the answer. Training, transfer, reassignment, or replacement work much better.

Sometimes, simply stepping out of the way works. Usually, if you just let people do their jobs, and let them make some mistakes, you'll be delighted with the results.

If you really want to stop micromanaging, here are six tips to put you on the path to a more peaceful and successful management experience.

Tune in to your own behavior
Becoming aware that you're micromanaging is difficult. Watch for the Four Warning Signs.
Hold a conversation with yourself
You'll be changing your behavior, but you can change only what you acknowledge. Gently, with understanding, tell yourself about your micromanaging.
Choose something different
The only way to change is to change. Promise yourself that you'll do things differently soon, and set a realistic start date.
Tell someone about it
Telling a real person seals the deal. Tell your coach, or tell a close confidant who isn't associated with your position at work. Include your start date and a description of your plans.
Do it
Start managing something small in a new way. When you make a task assignment, tell people the what, and let them work out the how, with help from you only if they ask. Be careful, though, because even if they're complaining about micromanagement, they might be uncomfortable with the change.
Be available to others
When you've made some real progress, look around your organization. Are any of your people micromanaging? How can you guide them in new directions without micromanaging them?

As you carry out this change, take care not to micromanage yourself. Focus not on how you change, but on what you change; not on lapses, but on successes. Remind yourself that there are no micromanagers — there are only managers who micromanage, and they can change. You will be proof of that. Go to top Top  Next issue: Email Antics: Part III  Next Issue

For a survey of tactics for managing pressure, take a look at the series that begins with "Managing Pressure: Communications and Expectations," Point Lookout for December 13, 2006.

For more about micromanagement, see "When Your Boss Is a Micromanager," Point Lookout for December 5, 2001; "Are You Micromanaging Yourself?," Point Lookout for November 24, 2004; "How to Tell If You Work for a Nanomanager," Point Lookout for March 7, 2007; "Reverse Micromanagement," Point Lookout for July 18, 2007; and "Lateral Micromanagement," Point Lookout for September 10, 2008.

Reader Comments

John DeMassi
How about an article on the anti-micromanager (the hands-off manager)? I feel at times that I am providing not enough management to my employees. Obviously, the way you have written this article, I could be in denial. Being who I am and knowing my experiences, I will first doubt that thought.
I actually remember times and situations where I was a micromanaging nightmare. I remember how painful it was to force people to do it the way that I would do it and I even had reasons/excuses why it was the right thing to do at that time.
Now, I try to hire people who can run with a set of tasks and not "bother" me unless the sky is falling. I look for technical equals or potential technical equals. I try to steer a course and hope they stay in my wake. I have found that I cannot choreograph the outcome so I try to set the scene and let it happen with a set of bounds. I have found that change is inevitable. My coach/mentor used to say the goal is in cement but the plan is in sand. I use weekly status reports as a mechanism to get the individual to know what they did and to communicate it to me in a very succinct manner. I want three things. What did you do, what will you do next week and what is in your way.
-- jdm

303 Secrets of Workplace PoliticsIs every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info

Your comments are welcome

Would you like to see your comments posted here? rbrenvfmvgNvHtHOxdeXGner@ChacmOsQGDNcuCAwKjluoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Workplace Politics:

The 1991 eruption of Mount PinatuboManaging Pressure: Communications and Expectations
Pressed repeatedly for "status" reports, you might guess that they don't want status — they want progress. Things can get so nutty that responding to the status requests gets in the way of doing the job. How does this happen and what can you do about it? Here's Part I of a little catalog of tactics and strategies for dealing with pressure.
Humans aren't the only species that communicates by facial expressionsDismissive Gestures: Part II
In the modern organization, since direct verbal insults are considered "over the line," we've developed a variety of alternatives, including a class I call "dismissive gestures." They hurt personally, and they harm the effectiveness of the organization. Here's Part II of a little catalog of dismissive gestures.
A lizardfish in a typical poseStonewalling: Part I
Stonewalling is a tactic of obstruction used by those who wish to stall the forward progress of some effort. Whether the effort is a rival project, an investigation, or just the work of a colleague, the stonewaller hopes to gain advantage. What can you do about stonewalling?
An inflatable aircraft of the U.S. Ghost Army in World War IIActive Deceptions at Work
Among the vast family of workplace deceptions, those that involve presenting fiction as reality are among the most exasperating, because we sometimes feel fooled or gullible. Lies are the simplest example of this type, but there are others, and some are fiendishly clever.
The freshman class of the 2012 U.S. CongressSocial Entry Strategies: Part II
When we first engage with a group at work, we employ social entry strategies to make places for ourselves to carry out our responsibilities, and to find enjoyment and fulfillment at work. Here's Part II of a little catalog of social entry strategies.

See also Workplace Politics and Managing Your Boss for more related articles.

Forthcoming issues of Point Lookout

Balancing talk time and the value of the contributionComing March 29: Virtual Blowhards
Controlling meeting blowhards is difficult enough in face-to-face meetings, but virtual meetings present next-level problems, because techniques that work face-to-face are unavailable. Here are eight tactics for controlling virtual blowhards. Available here and by RSS on March 29.
kudzu enveloping a Mississippi landscapeAnd on April 5: Listening to Ramblers
Ramblers are people who can't get to the point. They ramble, they get lost in detail, and listeners can't follow their logic, if there is any. How can you deal with ramblers while maintaining civility and decorum? Available here and by RSS on April 5.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenulpyZiKTBqcjOBorner@ChacUlvDVVAtPeThNvTPoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

Changing How We Change: The Essence of Agility
MasteChanging How We Change: The Essence of Agilityry of the ability to adapt to unpredictable and changing circumstances is one way of understanding the success of Agile methodologies for product development. Applying the principles of Change Mastery, we can provide the analogous benefits in a larger arena. By exploring strategies and tactics for enhancing both the resilience and adaptability of projects and portfolios, we show why agile methodologies are so powerful, and how to extend them beyond product development to efforts of all kinds. Read more about this program. Here are some upcoming dates for this program:

Conflict Resolution Skills for Leaders
ConflConflict Resolution Skills for Leadersict is inherent in collaborative work. When conflict is constructive, it produces better outcomes. When it's destructive, it can be an insurmountable obstacle to success. In this program, we explore the connections between the outcomes of collaboration and conflict in both of its forms. And we emphasize the skills needed most by leaders. The leader's task is to manage conflict so as to ensure that the group achieves its objective with its capacity to collaborate intact, or even enhanced. Rick Brenner shows team leaders and team sponsors the techniques they need to manage team conflict for relationship safety and better outcomes. Read more about this program. Here's an upcoming date for this program:

Influencing Outcomes Without Authority
Your Influencing Outcomes Without Authorityability to influence others — whether upward, downward, laterally, or within a team — always depends on both the quality of your relationships with the people you influence, and on your perception and their perception of your personal power. In this program, Rick Brenner shows you the techniques for making things happen not by using formal organizational power, but by using informal, personal power. Read more about this program. Here's an upcoming date for this program:

Strategies for Leading Teams in Hard Times
When Strategies for Leading Teams in Hard Timesa project team is on task, the contributions of leaders are important, and little noticed. Sometimes the team encounters unexpected difficulty, or requirements change, or budgets are reduced, or any of a number of other things might happen. In these cases, the leader must make or facilitate decisions about how to respond or how to revise the plan. We get through it somehow. Hard times are something else altogether. Despondency, disillusionment, resource shortages, unexpected and severe failure of the plan, and toxic conflict can erode morale. How can leaders deal with such situations? Read more about this program. Here's an upcoming date for this program:

Strategies for Technical Debt: A Workshop for Enterprise Leaders
TechnTechnical Debt Management for Enterprise Leadersical debt is more than mere IT jargon. It's a metaphor that refers to the accumulation of technical artifacts that really ought to be retired, replaced, rewritten, re-implemented, or, if absent, created. We can find technical debt in almost any system, including those that seem to be working well. So what's the problem? The problem is the "interest charges." Systems carrying technical debt are more difficult to maintain, more difficult to extend or enhance, and more difficult to use, than they would be if we "retired" the debt. This engaging and eye-opening program points the way to a path that leads your organization out of technical debt, to make it more adaptable, more transformable, and more agile. Read more about this program. Here's an upcoming date for this program:

Creating High Performance Virtual Teams
Many Creating High Performance Virtual Teamspeople experience virtual teams as awkward, slow, and sometimes frustrating. Even when most team members hail from the same nation or culture, and even when they all speak the same language, geographic dispersion or the presence of employees from multiple enterprises is often enough to exclude all possibility of high performance. The problem is that we lead, manage, and support virtual teams in ways that are too much like the way we lead, manage, and support co-located teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance. Read more about this program. Here's an upcoming date for this program:

The Race to the South Pole: Ten Lessons for Project Managers
On 14The Race to the Pole: Ten Lessons for Project Managers December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough, but to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read more about this program. Here's an upcoming date for this program:

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Follow me at Google+ or share a post Subscribe to RSS feeds Subscribe to RSS feeds
Please donate!The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
21st Century Business TravelAre your business trips long chains of stressful misadventures? Have you ever wondered if there's a better way to get from here to there relaxed and refreshed? First class travel is one alternative, but you can do almost as well (without the high costs) if you know the tricks of the masters of 21st-century e-enabled business travel…

Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.

303 Secrets of Workplace PoliticsIs every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics!
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
My free weekly email newsletter gives concrete tips and suggestions for dealing with the challenging but everyday situations we all face.
A Tip A DayA Tip a Day arrives by email, or by RSS Feed, each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.