“Oh man, my boss is so picky and critical. It’s like he always has something to complain about!”
“Tell me about it! My boss practically sits on top of me, watching every little thing I do. It’s so suffocating!”
You might frequently hear such complaints about bosses during casual chats among office workers. According to a LinkedIn survey, 79% of respondents reported experiencing micromanagement from their bosses.
So, what exactly is micromanagement, and is it always negative?
Micromanagement and What It Looks Like
Micromanagement is when a boss watches over every little thing their employees do, instead of just assigning tasks and setting deadlines. A micromanager is always hovering, checking up, and stepping in constantly.
When people talk about micromanagement, they often mention “scrutiny” and “attention to detail.”
Here’s what micromanagement typically looks like:
- Needing to control everything: Micromanagers have a hard time trusting others to get things done. They want constant updates and access to everything, which makes employees feel like they’re not trusted and leads to a lot of tension.
- Obsessed with power: Some managers think they need to be involved in everything to show they’re in charge. But this just makes them come off as overbearing, leaving employees feeling smothered and unable to grow.
- Thinking they know best: Micromanagers often say things like, “I’ve been in this industry for decades,” and force their employees to do things their way. This stifles creativity and keeps work from being innovative.
In the end, focusing too much on every tiny detail means micromanagers miss out on the big picture. They can’t meet deadlines because “everything has to go through them,” and they have no time for the strategic thinking that’s crucial for leadership. For employees, constant interference leads to frustration and a lack of autonomy and creativity.
If micromanagement is so bad, why do some managers still use it?
Well, like everything, there are two sides to the story. Sometimes, micromanagement can actually be helpful.
Situation #1: The team isn’t quite up to speed yet, such as:
- New employees just starting out
- Tasks or projects that are unfamiliar
- Jobs that are really complex and challenging
In these situations, keeping a close eye, getting daily updates, and even stepping in to help can actually get everyone up to speed faster.
Situation #2: The company is going through a crisis or big changes
Think about crises like natural disasters, pandemics, projects with tight deadlines, or major strategic changes. These are times when micromanagement might be necessary. During these situations, clear communication, close guidance, and making sure everyone is on the same page are crucial until things settle down.
Situation #3: Industries where accuracy or legal compliance is critical
Fields like finance or healthcare need to be extremely precise and follow strict rules. In these sectors, even a small mistake can have big consequences, so leaders can’t afford to give too much freedom to their teams.
If micromanagement is necessary, the question for managers is:
How can managers get employees on board with micromanagement?
Here are some tips from The New Leaders for your reference.
#1. Clear Communication
Leaders should explain the reasons and set specific deadlines for micromanagement to their team.
Since micromanagement is only suitable in certain situations, try to set an end date for these control activities and communicate clearly with your team why this management style is needed.
Say things like:
- “Once you’re comfortable with this task, I’ll let you handle it on your own and just check the final result.”
- “When we’re back in the office, you won’t need to track your hours as closely as we do now.”
This helps employees understand and cooperate with the management.
#2. Keep the Conversation Open
Regular feedback and encouraging employees to provide their own feedback helps leaders spot issues they might not notice.
Being open to feedback can bring in new ideas and solutions, preventing the team from getting stuck in old ways. Remember to practice empathetic listening and communication because no one wants to give feedback to a stubborn and controlling boss!
Active listening is one of the skill in EQ leadership that would help. Read more about how to become an active listener here.
#3. Support, Don’t Just Command
Instead of just supervising, offer guidance, help when needed, and the resources for employees to do their work.
Not every task needs 100% supervision. Focus on the critical parts of projects or tasks that need close attention, and give employees some freedom with less critical areas. This creates some breathing room, making employees feel less suffocated.
Don’t forget to give constructive feedback and positive reinforcement to encourage employees and create a positive working environment, even when micromanagement is necessary.
*Image from Vision Craft, a product illustrating leadership & communication skills with emotional intelligence through creative drawings by The New Leaders. Contact us to see more.
In conclusion, micromanagement has both negative and positive aspects that managers need to apply flexibly and wisely.
Remember, mastering EQ skills such as listening, empathetic communication, giving and receiving effective feedback will greatly support managers when they need to apply micromanagement!”
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