Lateral micromanagement happens most often in everyday interactions or in collaborations between peers, when one co-worker tries to direct others, or exerts undue authoritative influence over them. It's much more than "bossiness" — it usually relates to the career ambitions of the lateral micromanager.
Because ambition is usually involved, lateral micromanagement is often coupled with attempts at image management. The lateral micromanager strives to make clear to higher authority that success of the joint effort is largely due to his or her own personal contributions and leadership, and inversely, failure is due to the poor performance of others.
As with most micromanagement, the nature of the directing behavior focuses not on results but on factors more immediately related to the lateral micromanager's ambitions and self-perception. Here are three of those factors.
- How the results are achieved
- Lateral micromanagers try to specify techniques, even when the work being done is outside their areas of responsibility. Excuses might include remote but plausible risks, or whether the method is consistent with established procedures, or personal ethical concerns. Often the true goal is to require the use of methods for which the lateral micromanager can claim credit.
- The priority, pace, or price of achieving results
- By asserting priorities or the need for tight deadlines or tight budgets, often beyond any constraints imposed externally, lateral micromanagers hope to limit choices. Sometimes the constraints rule out approaches competitive with those they advocate. Those constraints can also influence priorities in the micromanager's own favor.
- Which resources are employed
- Lateral micromanagers sometimes advocate the use of particular resources — human or otherwise — over which they have control or responsibility. This gives them leverage.
Since ambition is the focus, the group's results are not central to the lateral micromanager's goals, which are establishing and consolidating personal power, and creating or burnishing an image of power.
Here are some suggestions for dealing with lateral micromanagers.
- Know what to look for
- The younger, rapidly rising stars are sometimes skilled not at the work, but at the rising. Lateral micromanagers rise not so much on their achievements or leadership as on their ability to project an image of achievement and leadership.
- Maneuver them into personal responsibility
- Have them commit publicly to deliver results personally. For example, you could propose, "I'll cover X if you'll cover Y." If you can keep them occupied delivering on personal commitments, they have less time for lateral micromanagement. Be clever; they will resist.
- The lateral micromanager's goals
are establishing and consolidating
personal power, and creating
or burnishing an image of power
- Beware isolation
- Once a lateral micromanager discovers that you understand the strategy, you might be targeted for isolation. Prepare in advance: alert your allies to your intentions, and let them know that the lateral micromanager might try to come between you. Ask for their help.
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 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; "How to Tell If You Work for a Nanomanager," Point Lookout for March 7, 2007; and "Reverse Micromanagement," Point Lookout for July 18, 2007.
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More articles on Workplace Politics:
- Devious Political Tactics: Divide and Conquer, Part I
- 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.
- The Costs of Threats
- Threatening as a way of influencing others might work in the short term. But a pattern of using threats
to gain compliance has long-term effects that can undermine your own efforts, corrode your relationships,
and create an atmosphere of fear.
- More Stuff and Nonsense
- Some of what we believe is true about work comes not from the culture at work, but from the larger culture.
These beliefs are much more difficult to root out, but sometimes just a little consideration does help.
Here are some examples.
- The Deck Chairs of the Titanic: Task Duration
- Much of what we call work is as futile and irrelevant as rearranging the deck chairs of the Titanic.
We continue our exploration of futile and irrelevant work, this time emphasizing behaviors that extend
- Meets Expectations
- Many performance management systems include ratings such as "meets expectations," "exceeds
expectations," and "needs improvement." Many find the "meets" rating demoralizing.
Forthcoming issues of Point Lookout
- Coming June 26: Appearance Antipatterns: I
- Appearances can be deceiving. Just as we can misinterpret the actions and motivations of others, others can misinterpret our own actions and motivations. But we can take steps to limit these effects. Available here and by RSS on June 26.
- And on July 3: Appearance Antipatterns: II
- When we make decisions based on appearance we risk making errors. We create hostile work environments, disappoint our customers, and create inefficient processes. Maintaining congruence between the appearance and the substance of things can help. Available here and by RSS on July 3.
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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.
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.