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.
Some 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 acknowledgeIf 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. Top Next Issue
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 "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
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Related articles
More articles on Workplace Politics:
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- Most workplace communication training emphasizes constructive uses of communication. But when we also
understand how communication can be abused, we're better able to defend ourselves from abusive communication.
One form of abusive communication is deception.
- Exploiting Functional Fixedness: I
- Functional fixedness is a cognitive bias that creates difficulty in seeing novel uses of things that
have familiar uses. Some devious moves in workplace politics exploit functional fixedness.
- Intentionally Misreporting Status: I
- When we report the status of the work we do, we sometimes confront the temptation to embellish the good
news or soften the bad news. How can we best deal with these obstacles to reporting status with integrity?
- Virtual Interviews: I
- The pandemic has made face-to-face job interviews less important. Although understanding the psychology
of virtual interviews helps both interviewers and candidates, candidates would do well to use the virtual
interview to demonstrate video presence.
- Covert Obstruction in Teams: I
- Some organizational initiatives are funded and progressing, despite opposition. They continue to confront
attempts to deprive them of resources or to limit their progress. When team members covertly obstruct
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See also Workplace Politics and Workplace Politics for more related articles.
Forthcoming issues of Point Lookout
- Coming December 11: White Water Rafting as a Metaphor for Group Development
- Tuckman's model of small group development, best known as "Forming-Storming-Norming-Performing," applies better to development of some groups than to others. We can use a metaphor to explore how the model applies to Storming in task-oriented work groups. Available here and by RSS on December 11.
- And on December 18: Subgrouping and Conway's Law
- When task-oriented work groups address complex tasks, they might form subgroups to address subtasks. The structure of the subgroups and the order in which they form depend on the structure of the group's task and the sequencing of the subtasks. Available here and by RSS on December 18.
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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.
- Wikipedia has a nice article with a list of additional resources
- Some public libraries offer collections. Here's an example from Saskatoon.
- Check my own links collection
- LinkedIn's Office Politics discussion group