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:
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- While most leaders try to achieve organizational unity, some do use divisive tactics to maintain control,
or to elevate performance by fostering competition. Understanding the risks of these tactics can motivate
you to find another way.
- Ten Tactics for Tough Times: I
- When you find yourself in a tough spot politically, what can you do? Most of us obsess about the situation
for a while, and then if we still have time to act, we do what seems best. Here's Part I of a set of
approaches that can organize your thinking and shorten the obsessing.
- Unwelcome Workplace Hugs
- Some of us are uncomfortable about workplace hugs, and some want to be selective. Sometimes hugs are
simply inappropriate. Here are some tips for dealing with unwelcome workplace hugs.
- How Pet Projects Get Resources: Abuse
- Pet projects thrive in many organizations — even those that are supposedly "lean and mean."
Some nurturers of pet projects abuse their authority to secure resources for their pets. How does this happen?
- Bottlenecks: II
- When some people take on so much work that they become "bottlenecks," they expose the organization
to risks. Managing those risks is a first step to ending the bottlenecking pattern.
Forthcoming issues of Point Lookout
- Coming January 22: Disjoint Awareness: Bias
- Some cognitive biases can cause people in collaborations to have inaccurate understandings of what each other is doing. Confirmation bias and self-serving bias are two examples of cognitive biases that can contribute to disjoint awareness in some situations. Available here and by RSS on January 22.
- And on January 29: Higher-Velocity Problem Definition
- Typical approaches to shortening time-to-market for new products usually involve accelerating problem solving. Accelerating problem definition can also help. Available here and by RSS on January 29.
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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.
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