Reverse Micromanagement

Micromanagement is inappropriate interference in the work of subordinates by supervisors. Most of us are familiar with it, because it's so painful and memorable. Other forms of inappropriate interference are less familiar, perhaps because they happen less often, and because the target of the interference often does have power to respond.

Another form of inappropriate interference is reverse micromanagement — interference by subordinates in the work of their organizational superiors. Examples include openly questioning decisions or policies, confrontation, willful disobedience, organizational coups d'etat, or covert insubordination.

Usually, we blame the reverse micromanagers. We advise them to mind their own jobs, or we initiate (or threaten them with) "corrective action plans." Sometimes, the subordinate's own behavior is the sole cause, and these actions do work.

But when there are other causes, focusing on the reverse micromanager probably isn't the answer. And then, even termination won't help, because the other causes remain in place to help create new reverse micromanagers.

Here are some examples of causes that reside beyond the reverse micromanager.

Failure to lead

When management's decisions don't make sense to the managed, they often question those decisions, sometimes aloud. Perhaps the decisions are flawed, but often, management simply hasn't worked hard enough to bring about the needed level of understanding.

Some managers believe that employees should just do what they're told, and that management isn't obliged to lead — an approach that worked better 100 years ago. In today's knowledge-driven organizations, only true leadership works.

Effective leadership — headlong over a cliff

When management's decisions
don't make sense to the
managed, they often question
those decisions, sometimes aloud

Sometimes management's decisions are mistaken, and some of the people of the organization know they are. When this happens, some feel the need to question these decisions or otherwise try to put them right. The urge is especially strong if the organization is in a weakened state, or if management has made missteps before.

Reverse micromanagement in these cases is a gift not to be refused. Still, since it can create difficulty by threatening organizational order, it's best to seek ways to channel these contributions to make them formally acceptable. More important, determine and remove the cause(s) of the missteps.

Inadequate growth opportunities

In today's flat, contractor-staffed organizations, the able find too little opportunity for career growth. Some stay in positions they've long ago outgrown. These valuable employees are lost to the organization — a loss that was somehow not accounted for when we flattened the hierarchy or decided to outsource.

People in these circumstances can become cynical sources of trouble. Find ways to give them paths to success. They're too valuable to let go.

If you're ever micromanaged, you might feel the urge to do something to get your manager to stop micromanaging. Overcome the urge — it's a form of reverse micromanagement.  Top    Next Issue

Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!

Micromanagement and reverse micromanagement are just two forms of inappropriate interference in the work of others. Two more are lateral micromanagement and diagonal micromanagement — topics for another time.

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; and "How to Tell If You Work for a Nanomanager," Point Lookout for March 7, 2007.

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:

Are You a Fender?

Taking political risks is part of the job, especially if you want the challenges and rewards that come with increased responsibility. That's fair. But some people manage political risks by offloading them onto subordinates. Be certain that the risk burden you carry is really your own — and that you carry all of it yourself.

Why Don't They Believe Me?

When we want people to believe us, and they don't, it just might be a result of our own actions or demeanor. How does this happen?

Beyond Our Control

When bad things happen, despite our plans and our best efforts, we sometimes feel responsible. We failed. We could have done more. But is that really true? Aren't some things beyond our control?

Getting Into the Conversation

In well-facilitated meetings, facilitators work hard to ensure that all participants have opportunities to contribute. The story is rather different for many meetings, where getting into the conversation can be challenging for some.

Problem Displacement by Intention

When solving problems creates new problems, or creates problems elsewhere, we say that problem displacement has occurred. Sometimes it's intentional.

See also Workplace Politics and Emotions at Work for more related articles.

Forthcoming issues of Point Lookout

Coming September 25: Planning Disappointments

When we plan projects, we make estimates of total costs and expected delivery dates. Often these estimates are so wrong — in the wrong direction — that we might as well be planning disappointments. Why is this? Available here and by RSS on September 25.

And on October 2: Start Anywhere

Group problem-solving sessions sometimes focus on where to begin, even when what we know about the problem is insufficient for making such decisions. In some cases, preliminary exploration of almost any aspect of the problem can be more helpful than debating what to explore. Available here and by RSS on October 2.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

The Race to the South Pole: Lessons in Leadership

On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. But to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.

Here's a date for this program:

• Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
   

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.

• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.