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.
There's more, but do I have to spell it out for you? (Just kidding.) 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; "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:
- When All Your Options Are Bad
- When you have several options, and all seem politically risky, what can you do? Here are two guidelines
to finding your way to a good outcome.
- When You Think Your Boss Is Incompetent
- After the boss commits even a few enormous blunders, some of us conclude that he or she is just incompetent.
We begin to worry whether our careers are safe, whether the company is safe, or whether to start looking
for another job. Beyond worrying, what else can we do?
- Obstructionist Tactics: I
- Teams and groups depend for their success on highly effective cooperation between their members. If
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you need to make this work?" Your answers can doom your effort — or make it a smashing success.
- Rope-A-Dope in Organizational Politics
- Mohammed Ali's strategy of "rope-a-dope" has wide application. Here's an example of applying
it to workplace politics at the organizational scale.
See also Workplace Politics and Managing Your Boss for more related articles.
Forthcoming issues of Point Lookout
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- Some people tend to disrupt meetings. Their motives vary, but they use techniques drawn from a limited collection. Examples: they violate norms, demand attention, mess with the agenda, and sow distrust. Response begins with recognizing their tactics. Available here and by RSS on June 7.
- And on June 14: Pseudo-Collaborations
- Most workplace collaborations produce results of value. But some collaborations — pseudo-collaborations — are inherently incapable of producing value, due to performance management systems, or lack of authority, or lack of access to information. Available here and by RSS on June 14.
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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