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.
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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.
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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.
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.
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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:
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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.
- 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.
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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.