Robert stepped into Kevin's office, closed the door and sat down in a heap. "I'll call you back," Kevin said to the phone. He hung up and asked Robert, "Well?" Robert gazed blankly at the floor. "He wants to screen every resume and interview every candidate himself. With his schedule, we'll never get this done."
"Well, Robert, he is a micromanager," Kevin said. "But there's a bright side — we don't have to do it."
Robert sighed. "No, we still do, but now he does it too. He's not micromanaging, he's nanomanaging."
Do you work for a micromanager? Here are some indicators:
- You're told what must be done, when it's due, and precisely how to do it.
- Your boss's instructions often belie an incomplete or incorrect understanding of the work.
- You have to report status more often than your boss could possibly need for constructive intervention.
- Your boss has become a bottleneck, because he or she is too involved in the details of what happens in the organization.
If your boss micromanages, what can you do? Much is written about changing your boss, and sometimes some of it works. But unless your boss actually wants your help in learning not to micromanage, changing your boss is an unlikely outcome. About the last thing a typical micromanager wants from a subordinate is help in stopping the micromanagement.
What you can do is change the way you experience the micromanagement. You can cope effectively if you keep some basics in mind.
- Everyone feels the pain
- Micromanaging hurts people, and that's sad. Micromanagers are also in pain. They take on the burdens of micromanagement in a futile attempt to stop their pain. Everyone is caught in the same painful place.
- "The problem is never the problem — the coping is the problem." — Virginia Satir
- Most micromanagers
don't want your help with
Work on changing your
own experience instead.
- Since micromanagement is a way of asserting control, try to understand what your boss sees as out of control. Recall a time when you felt things were out of your control. How did you cope?
- You still like some things about your job
- What do you like about your job? The work? The pay? The independence you still have? Move it to the center of your work life. Celebrating it creates energy for dealing with the more difficult parts of your job.
- You have choices
- You can choose to work elsewhere. That choice might not be appealing, but you can choose it. If you stay, stay because staying is the best option available.
Is 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 "There Are No Micromanagers," Point Lookout for January 7, 2004; "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.
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More articles on Personal, Team, and Organizational Effectiveness:
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- Sometimes we misinterpret the messages we receive — what we see or hear. It's frustrating, and
tempers can flare on both sides. But if we keep in mind two ideas, we can reduce the effects of message
- Solutions as Found Art
- Examining the most innovative solutions we've developed for difficult problems, we often find that they
aren't purely new. Many contain pieces of familiar ideas and techniques combined together in new ways.
Accepting this as a starting point can change our approach to problem solving.
- The Myth of Difficult People
- Many books and Web sites offer advice for dealing with difficult people. There are indeed some difficult
people, but are they as numerous as these books and Web sites would have us believe? I think not.
- The Limits of Status Reports: II
- We aren't completely free to specify the content or frequency of status reports from the people who
write them. There are limits on both. Here's Part II of an exploration of those limits.
- The Risks of Too Many Projects: II
- Although taking on too many projects risks defocusing the organization, the problems just begin there.
Here are three more ways over-commitment causes organizations to waste resources or lose opportunities.
Forthcoming issues of Point Lookout
- Coming April 24: Big, Complicated Problems
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- And on May 1: Full Disclosure
- The term "full disclosure" is now a fairly common phrase, especially in news interviews and in film and fiction thrillers involving government employees or attorneys. It also has relevance in the knowledge workplace, and nuances associated with it can affect your credibility. Available here and by RSS on May 1.
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- The Power Affect: How We Express Our Personal Power
- Many people 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.
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