How to Tell If You Work for a Nanomanager

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.

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

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 even one person is unable or unwilling to cooperate, the team's performance is limited. What tactics do obstructors use?

What Do You Need?

When working issues jointly with others, especially with one other, we sometimes hear, "What do 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

Coming June 7: Toxic Disrupters: Tactics

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.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenHoWzUJVeioCfozEIner@ChacbnsTPttsdDaRAswloCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info