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 worseIs 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.
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; "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.
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More articles on Workplace Politics:
- The Politics of the Critical Path: II
- The Critical Path of a project is the sequence of dependent tasks that determine the earliest completion
date of the effort. We don't usually consider tasks that are already complete, but they, too, can experience
the unique politics of the critical path.
- Workplace Politics and Type III Errors
- Most job descriptions contain few references to political effectiveness, beyond the fairly standard
collaborate-to-achieve-results kinds of requirements. But because true achievement often requires political
sophistication, understanding the political content of our jobs is important.
- Staying in Abilene
- A "Trip to Abilene," identified by Jerry Harvey, is a group decision to undertake an effort
that no group members believe in. Extending the concept slightly, "Staying in Abilene" happens
when groups fail even to consider changing something that everyone would agree needs changing.
- Impasses in Group Decision-Making: III
- In group decision-making, impasses can develop. Some are related to the substance of the issue at hand.
With some effort, we can usually resolve substantive impasses. But treating nonsubstantive impasses
in the same way doesn't work. Here's why.
- Look 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?
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.
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.