Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 7, Issue 10;   March 7, 2007: How to Tell If You Work for a Nanomanager

How to Tell If You Work for a Nanomanager

by

By now, we've all heard of micromanagers, and some have experienced micromanagement firsthand. Some of us have even micromanaged others. But there's a breed of micromanagers whose behavior is so outlandish that they need a category of their own.
Captain William Bligh

William Bligh, Captain of HMS Bounty, which experienced a mutiny on April 28, 1789. Illustration from A Voyage to the South Sea, his book on the subject. Courtesy Project Gutenberg, the oldest producer of
free ebooks on the Internet.

If you think you might be working for a micromanager, but you aren't sure, count yourself lucky, because when your boss is a micromanager, there's absolutely no doubt. Um, wait, there is some doubt — your boss might be a nanomanager. Nanomanagers are about a thousand times worse. They do most of what micromanagers do, but they do it more often, and way better. Here's a little catalog of what it takes to be a nanomanager.

  • Has open door policy, but the door in question is yours.
  • For any task, specifies precisely how and by-when.
  • When you can't do the how or you miss the by-when for a task, determines the how and the by-when of determining the new how and the new by-when.
  • Does the things you're supposed to do, but still insists that you do them too.
  • Is too busy doing your job to pay any attention to own job.
  • Can't tolerate incompetent subordinates.
  • Can't tolerate competent subordinates.
  • Demands the impossible.
  • Is clueless about difference between what's possible and what's not.
  • Doesn't understand — and therefore rejects — all explanations of why the impossible is impossible.
  • Blames subordinates for all failures.
  • Claims responsibility for all successes.
  • Sees no need to recognize contributions of subordinates, since there aren't any.
  • Makes Captain Queeg and Captain Bligh look like management geniuses.
  • Has fingers in everything, but has no idea where anything stands.
  • Demands next status report before previous status report is completed.
  • Claims all assignments are clear and unambiguous.
  • Won't supply clear answers to questions about ambiguous assignments.
  • Corrects the way you ask clarifying questions about ambiguous assignments.
  • Has said, "I don't like surprises," but gets obvious thrills from surprising subordinates.
  • Nanomanagers are like
    micromanagers, but about
    1000 times worse
    Is isolated from peers, with possible exception of other nanomanagers.
  • Changes directions frequently, but doesn't necessarily inform subordinates.
  • When contradicted by Reality, or by own boss, claims never to have said or believed what was contradicted.
  • Can't always resist the urge to tell subordinates how to use the phone system.
  • Doesn't actually know how to use the phone system.
  • Sits in on meetings chaired by subordinates, saying, "Pretend I'm not here," then hijacks the meeting.
  • Insists on signing off on all decisions of subordinates, and regularly rejects some.
  • Countermands decisions of subordinates, then makes same decisions a few days later.
  • Can't always coherently explain what was wrong with rejected decisions.
  • Never takes vacation.
  • Does get sick from time to time, but comes to work anyway, saying, "I'm needed."
  • Takes sick days only for major surgery, and then only while still anesthetized.
  • Periodically tries to build rapport with subordinates, by stopping by for friendly, relaxed chats, but only when hard deadline is imminent.
  • Strenuously denies micromanaging anyone, ever.

There's more, but do I have to spell it out for you? (Just kidding.) Go to top Top  Next issue: Trying to Do It Right the First Time Isn't Always Best  Next Issue

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

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; "There Are No Micromanagers," Point Lookout for January 7, 2004; "Are You Micromanaging Yourself?," Point Lookout for November 24, 2004; "Reverse Micromanagement," Point Lookout for July 18, 2007; and "Lateral Micromanagement," Point Lookout for September 10, 2008.

Your comments are welcome

Would you like to see your comments posted here? rbrenanWVCMPoCApdEulPner@ChacabvnnynJTnuVRFkVoCanyon.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:

A10 Thunderbolt II "Warthog"Not Really Part of the Team: II
When some team members hang back, declining to show initiative, we tend to overlook the possibility that their behavior is a response to something happening within or around the team. Too often we hold responsible the person who's hanging back. What other explanations are possible?
The George Washington Bridge, spanning the Hudson River between Manhattan and Fort Lee, New JerseyThe End-to-End Cost of Meetings: II
Few of us realize where all the costs of meetings really are. Some of the most significant cost sources are outside the meeting room. Here's Part II of our exploration of meeting costs.
Head of the philosopher Carneades (215-129 BCE)The Perils of Novel Argument
When people use novel or sophisticated arguments to influence others, the people they're trying to influence are sometimes subject to cognitive biases triggered by the nature of the argument. This puts them at a disadvantage relative to the influencer. How does this happen?
Rep. Elijah Cummings and Rep. Darryl IssaGrace Under Fire: I
If you're ever in a tight spot in a meeting, one in which you must defend your actions or past decisions, the soundness of your arguments can matter less than your demeanor. What can you do when someone intends to make you "lose it?"
September 11, 2001 attacks in New York CityLook Where You Aren't Looking
Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events?

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

Forthcoming issues of Point Lookout

Mistletoe growing in abundance in the Wye Valley, WalesComing April 25: Narcissistic Behavior at Work: VI
Narcissistic behavior at work distorts decisions, disrupts relationships, and generates toxic conflict. These consequences limit the ability of the organization to achieve its goals. In this part of our series we examine the effects of exploiting others for personal ends. Available here and by RSS on April 25.
A shark of unspecified speciesAnd on May 2: Narcissistic Behavior at Work: VII
Narcissistic behavior at work prevents trusting relationships from developing. It also disrupts existing relationships, and generates toxic conflict. One class of behaviors that's especially threatening to relationships is disregard for the feelings of others. In this part of our series we examine the effects of that disregard. Available here and by RSS on May 2.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenMVipsmJVfQvlVMsEner@ChacbuItyguecZeoWdtuoCanyon.com or (650) 787-6475, 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

The Power Affect: How We Express Our Personal Power
Many The Power Affect: How We Express Personal Powerpeople who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about 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.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!

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.