What Is A Micromanager And How To Deal With One

Micromanagers have a hard time letting go of control and delegating team members to work on projects on their own. It’s like the workplace version of helicopter parents, only those experiencing stifling independence are adult employees, not children.

In contrast, the most effective managers strike a balance between employee oversight and autonomy. They trust their employees’ abilities and give them a long leash for them to make decisions on their own. The monitoring and feedback they provide is intended to create a business environment in which work is done efficiently and effectively.

What is Micromanager?

Giving regular feedback doesn’t make someone a micromanager. After all, a leader’s job is to make sure all team members are aligned on results. But when a manager feels compelled to express his opinion at every stage and wants to maintain undue control over the tiniest details, he or she has a micromanagement problem.

Micromanagers may have good intentions. They want to succeed and complete a project well. However, their fussy or overwhelming management style often drives their employees crazy and causes high levels of stress. Micromanagement is an ineffective leadership style.

If that’s the case and you have to work under the supervision of a micromanager, here are eight situations and ways to take them under control:

1. When the Manager firmly makes all decisions

A manager who feels compelled to exercise complete control over a team will assert that power by taking on the role of sole decision maker. But this means that decision makers are one step away from those involved in accumulating necessary information.

Having to double-check all the basic and detailed steps to allow your boss to come to a decision takes up a lot of valuable time.

What must you do

Enhance communication so managers feel up to date. Provide arguments in favor of whichever option the team agrees is the best decision while downplaying an undesirable choice. Then let the manager believe they have provided input when they choose the more reasonable of the two options.

2. When the Manager is too involved in the work of team members

The point here lies in focusing on the minutiae instead of the big picture, which is where effective corporate leadership places its attention.

This could be a sign that the position and manager are not a good fit. Or, maybe the manager is new to the supervisory role and unsure of how to transition from a team member’s responsibility to that of a manager.

What must you do

Model the organizational style that a manager should adopt. Propose an assignment chart that delineates who will be responsible for each task.

Purpose includes the manager’s roles involved in facilitating project completion, such as providing the necessary resources for the job to go smoothly, paving the way for work Prioritize with upper management and invite a consultant to fill any skills gaps etc. Be sure to include people who approved what along with a timeline.

3. When the founder won’t turn the tide

Micromanagement is a trait often displayed in founders of startup organizations. This arose from the company’s evolution, starting with the founder as the sole employee and progressing to bringing in specialized employees to take the company to the next level.

But if the founder cannot relinquish control, it will be a barrier to scaling the business. Placing this burden on company growth can be one of the reasons 90% of startups fail.

What must you do

To combat your founder’s need for control, demonstrate your value by solving a problem that showcases your expertise.

For example, if you’ve been hired as a controller, share an intuitive, interactive software program that will keep all financial information up to date and accessible, helping founders ensure take on leadership duties.

4. When the boss avoids the delegated task

When managers shy away from assigned tasks, it could be a sign that they are under extreme stress to perform from their superiors. They may act out of fear of failure or not completing a project on time. Research has shown that “when leaders are under pressure, it hurts not only their influence but also their teams.”

What must you do

Read their body language for signs of an escalation. Discover ways to ease their anxiety. Break down a process to improve your team’s efficiency and share it with them.

Without the index finger, use a “from to” chart to show the difference between the current micromanagement approach and a more streamlined way of doing things with less manager involvement .

5. When employees are not allowed to correct their own mistakes

Allowing mistakes and providing opportunities to learn from them creates a trusting environment where innovation can happen. But managers who lack confidence tend to boost their self-esteem when they can step in and fix a problem on their own.

Unfortunately, this only makes things worse for team members in the long run, as they won’t be able to learn from their mistakes to allow themselves to grow. Making mistakes and having the opportunity to correct them allows us to learn from our failures and reflect on ourselves and our actions.

What must you do

Make learning a priority by asking your manager what you can do differently in the future to avoid making the same mistakes. Show that you are not afraid of mistakes but intend to turn them into opportunities for growth and discovery.

6. When employees are given little autonomy

Bosses track employee arrivals and departures every day, dictate every task, look over their shoulder, and want to review every draft that crosses boundaries in delegation. No one works well when the manager is always around, watching every move.

What must you do

Show your integrity by not using your work time to make personal phone calls, engage in internet searches, or socialize with co-workers.

Show up for meetings on time and prepared. Try 100%. When you present yourself as a model employee — always delivering on your promises — your boss will trust that you don’t need to be supervised.

7. When employees are required to constantly update

Managers claim to be kept in a constant loop of FOMO – fear of missing out. This mindset will alienate them from their team, who see little value in frequent requests to share progress.

What must you do

Try to share upcoming updates without detailing or giving a reason to the manager for further exploration.

If you’re on a job where the disruption will affect the work, let your manager know that you’re doing a great job, that you can’t let go at this time, and that you’ll be in control. Check when time permits. At that point, ask directly how often the manager wants you to share updates and try to find a workable compromise.

8. When Should Employees Embrace Perfectionism?

Coupled with perfectionism is the expectation of just doing things the way the manager prefers. This may be the assertive style that has allowed them to get to this position, but it can make team members miserable.

Furthermore, perfectionism can also make a manager miserable, which negatively affects the entire team. Research has shown that “high rates of perfectionism, especially self-directed perfectionism, can lead to significant mental health consequences, such as depression, anxiety, and depression. general anxiety, social anxiety, lower life satisfaction, and low self-worth.”

What must you do

Have a one-on-one meeting with your manager to clarify and match their expectations. Don’t be afraid to share what will allow you to succeed, including providing opportunities for others to contribute ideas and share new ideas.

Managing Micromanager

The key to handling a micromanager is to avoid feeling distrustful, undefined, or resentful and instead focus on alleviating stress, low self-esteem, or control issues. your supervisor. Realize that the problem is with them, not with you. It’s their mentality, not your performance.

Focus on open communication to reduce mistrust or fear of failure. Keep a positive and non-confrontational attitude. Ask for instructions in advance. Help your manager understand that you’re both working toward the same goals and outcomes — to do your best work as a team.

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