At one of my previous jobs, we hired frequently due to a challenging combination of constant expansion and high turnover. We varied some of the interview questions based on position but generally asked the same ones to all candidates. One question we asked everyone was how they liked to be managed, designed to let the new hire’s supervisor gauge if this person would be a fit for their particular managerial style. Eventually, we had to eliminate the question because every single candidate gave us the same exact answer, every single time. “I do not like to be micromanaged,” they would say as everyone in the room would nod in agreement. Everybody understood. No one likes to be micromanaged. Absolutely nobody.
The problem is, micromanagement is alive and well. Or not so well, I suppose. Yet managers continue to implement this style because they think it is the best way. Or because they don’t know any other way. Or because they simply do not yet understand how ineffective and counterproductive it is.
Because of its poor- and well-deserved- reputation, we hear the term ‘micromanaging’ a lot, which has both helped and hurt the cause to eliminate it. On the plus side, the awareness has played its role in working toward improvement, but on the other side, the term’s ubiquity has made it so that any and everything has started to be labeled as ‘micromanaging’. There are many misconceptions surrounding micromanaging and these misconceptions contribute to the challenge in getting rid of it once and for all. Below are a few examples of these misconceptions and how we can overcome them.
1) My staff need structure- Many managers defend their meddling ways by arguing that their staff need structure and guidance. In a sense, this is true, but not in the way they often mean. A large part of being an effective manager is hiring, supporting and retaining good people. And a large part of hiring, supporting and retaining good people is being clear about expectations, leveraging staff strengths and letting people shine. Professionals are not pets, designed to be trained to answer your beck and call, rewarded with treats when they do, and whacked on the nose when they don’t. These are adults- professionals, with gifts and ideas and untapped potential. Your role is not to implement rule after rule, policy after policy to keep your staff in line. Your role is to hire the right people, put them in the right positions and give them what they need to excel. You need to give them the space and respect and trust they need to do the job they have chosen to do. Let them do it.
2) My staff don’t need structure- On the other end of the micromanaging spectrum is the approach many managers take out of fear of micromanaging- utter and complete neglect. These managers, out of a desire to show trust and respect, essentially ignore their employees altogether- particularly the strong ones. They believe that a hands-off approach is the best way to demonstrate this trust and respect, but unfortunately, this approach is misguided. When managers do not ever check in with staff or observe the work they really do or comment on their performance, they are sending the message that they are not invested. They are demonstrating that they do not care. They are modeling their priorities. And when evaluation time comes around, these staff do not have any reason to listen because this type of manager has no sense of the work they really do. Checking in, acknowledging good work and observing what is going on is not micromanaging. It is simply managing.
3) My way is the best way- Many managers, out of a sense of superiority or an opposite sense of inferiority, operate from the mindset that their way is the best way. The only way, really. They get caught up in the minutiae of how things are done rather than focusing on the result. They short circuit when someone approaches a task or project in a way that is different than how they would do it. They want to prove to the world- and ultimately to themselves- that they are the expert and that everything should be done just the way they do it in just the manner in which they choose. These types of managers provide no opportunity for staff to exhibit their own creative ways to reach their goals and allow no innovation for processes that may be more efficient and effective. They create an atmosphere where staff will only try to please them, withholding many of their gifts in the process. Teams like this march in line with the manager’s way and learn not to challenge the status quo. These teams never grow or thrive- they simply survive. To combat this, managers must allow staff to reach their goals in ways that serve them best. They must allow for different styles and approaches. Staff must receive the message that the goal is the important part and that there are many different- equally valid- ways to get there.
4) Micromanaging = checking in- Some staff prefer to be left alone- completely and consistently. They want to come in, work on their tasks, and hit the highway by 5:03. They know what is expected of them and they do it well. They don’t need oversight and do not want to be micromanaged. Any communication, feedback, email or meeting is viewed as an intrusion. They feel affronted and insulted when they are asked about how things are going. They don’t want the feedback or the praise. They just want to be left alone. But this is not how teams work. Yes, some people work well independently and do not need a lot of feedback or support, but the nature of working on a team is that you are a part of it. Your manager would not be doing their job if they ignored you and neglected you. (See #2 above). Talking with you about your job is not micromanaging. You may be good at what you do but there is always room for growth. Additionally, you are not working for, by or with yourself. You are part of a team and an organization. If you want to work by yourself, by all means…
5) It’s easier if I just do it myself- Since the beginning of time, managers have told themselves (and those they manage) that it’s faster and easier if they just do things themselves. Since the beginning of time, this has been untrue. In the moment, it may be true, but over the long run, it never is. Holding onto every task is never faster and easier. Taking the time to explain, coach and support your staff to take over these tasks will save you important time and energy over time. If you find yourself saying this, be honest about what you really mean. You mean that you want to be in control and hold onto all your tasks because you do not trust others to do it as well as you can- as well as you think you can. It means you want a part in every little detail of what is going on. It means that it is not important to you to invest in and develop your staff and that you prefer they not learn and develop new skills. If you find yourself realizing these things, take a long hard moment to figure out if you really want to manage other people. Because if you are not invested in the development and growth of your staff, what you’re doing is not managing, it is dictating. To effectively lead, you must take the time to show, coach, teach and model new skills. Invest up front and reap the rewards later.
6) I’m responsible- Managers often express concern that they are the ones held responsible if their teams “mess up”. In order to avoid this, they choose to do everything themselves (see #5) and/or demand that things be done exactly the way they choose (see #3). Of course, no one wants to be blamed for the mistakes of others, but when the fear prevents the growth of the team, it becomes a problem. These kinds of managers create a culture where their staffs are never given the opportunity to grow and shine out of fear that they may “mess up” thus making their manager look bad. The truth is, the manager looks far worse for suppressing the talent on their team and most likely, driving their staff right into the arms of a more supportive, effective manager. Strong leaders know that they must take more than their share of the blame and less than their share of the credit. Staffs respect and respond to this. So even in the case when staff do “mess up” and the manager takes the fall, it is part of the role, and in most cases, a small matter in the grand scheme of things. As a manager, it is true you are responsible if your staff “messes up”, but the way to navigate this is to give them what they need to succeed, not micromanage them every step of the way.
7) It is my job to make sure my staff do their jobs- Leadership does not look the same as it did in previous generations (and thank the good Lord for that!) Leaders who cling tightly to authoritative approaches do not fare well in today’s workplace, nor should they. Today’s employees expect to be supported and given the opportunity to grow and develop. They seek more of a coaching style and gravitate to jobs that match their values far more than their financial needs. Your job, then, as a manager is not to make sure they are checking off the boxes on their job description every day. Your job is to find ways to support them, develop them and give them ample opportunity to grow. Today’s workforce wants investment and an opportunity to contribute. They do not want to be told what to do and they most certainly don’t want to be told what to do without any explanation as to why. Your job is to develop and support your staff. Your job is to develop and support your staff. Your job is to develop and support your staff…
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Micromanaging has earned every bit of its bad reputation as it is a poor, ineffective way to lead. As a manager, your best way to avoid it is to be brutally honest with yourself and allow those around you- starting with those you manage- to be brutally honest with you. Where are you micromanaging that you may not be aware of? Where are you consciously micromanaging? What can you do to improve? What support do you need to get better?
As a staff, it is important to understand what micromanaging is and isn’t. It is not realistic or effective for you to expect to be left alone and simply do your job. Part of your job is to be the member of a team and develop into your best self. This requires conversations with those around you. Every connection is not an oversight and every comment is not an intrusion. Your role as a team member is to work with your team members, including your supervisor, to grow, develop and contribute as much as possible.
All of us want our time at work to be fulfilling, productive and enjoyable. Eliminating micromanaging once and for all will go a long way toward making this happen.
One Response
thanks for info