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:
- Changing the Subject: II
- Sometimes, in conversation, we must change the subject, but we also do it to dominate, manipulate, or
assert power. Subject changing — and controlling its use — can be important political skills.
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late, they can harm the organization more than they help. Here's Part II of an exploration of four common
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the patterns in their own companies.
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we deal with the problem of repeatedly failing to do what we need to do? How can we patch up the cracks?
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Why does this happen?
- Performance Issues for Non-Supervisors
- If, in part of your job, you're a non-supervisory leader, such as a team lead or a project manager,
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Forthcoming issues of Point Lookout
- Coming December 19: Embarrassment, Shame, and Guilt at Work: Creation
- Three feelings are often confused with each other: embarrassment, shame, and guilt. To understand how to cope with these feelings, begin by understanding what different kinds of situations we use when we create these feelings. Available here and by RSS on December 19.
- And on December 26: Embarrassment, Shame, and Guilt at Work: Coping
- Coping effectively with feelings of embarrassment, shame, or guilt is the path to recovering a sense of balance that's the foundation of clear thinking. And thinking clearly at work is important if you want to avoid feeling embarrassment, shame, or guilt. Available here and by RSS on December 26.
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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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