People who micromanage often see themselves as doing what they need to do to get the job done—and done right. But you’re a micromanager if you must make every decision yourself, take a lead role in carrying out every significant task, and hover over people as they work while ignoring their ideas and opinions.
Micromanagers take positive attributes, such as a concern for outcomes and an attention to detail, to the extreme. They focus on correcting tiny details. If they delegate at all, they keep reviewing the delegated work for mistakes. Is it any wonder they sometimes drive employees right out the door?
Don’t confuse hands-on management, which can be decidedly positive, with micromanagement. Good managers set goals and ensure that employees understand desired outcomes. They delegate appropriately, periodically check on progress, and willingly step in when they see signs that an employee is struggling.
Micromanagers, by contrast, dictate how to do the work—step by tedious step—and watch over every one of these steps. While believing they are contributing to a better work product, their behavior decreases both morale and productivity.
This need to control often stems from insecurity, the pressure to produce, or lack of confidence in oneself and one’s employees. Many people are occasionally inclined to micromanage but are good at controlling their need to control.
If you feel the urge to micromanage, encourage your employees to voice ideas and allow time for discussion and decision-making. Learn how to delegate and give employees a chance to demonstrate what they’re capable of. Check on their work a little less often.
In addition, strive to hire the right people to begin with so you don’t feel the need to constantly monitor them. Clearly and frequently articulate expectations. Give employees some level of decision-making power and make them accountable to each other.
Most micromanagers behave predictably, so if you work for one, watch for behavior swings that occur in certain situations or during certain times of the day or week. Once you know what triggers these behavior swings, try to ease the tensions before they flare up and flag potential problems before they escalate. When you can, offer solutions. This may help such people curb their responses to the pressure points without slipping into micromanagement mode.
You might also try what Dilbert’s coworker tried, although with little success.
Keep in mind that sometimes micromanaging is exactly what the situation calls for. A certain degree of micromanagement may be wise, if not critical, if you work in a business or industry in which people’s lives are on the line, a single mistake can have drastic consequences, or failure to follow strict procedures can result in serious damage. The challenge in this case is striking the right balance between taking control and allowing others a reasonable opportunity to work independently.
