Micromanagement is present when a person becomes more in control of a job or process. Micromanagement can occur between a manager and an employee, between two teams in the same organization, between a customer and its supplier, or between business partners.
This need for more detail, more validation, more control is related to someone’s fear. All of us can have periods of micromanagement.
This article offers ways to put an end to micromanagement, whether it is one-off or regular.
The impact of micromanagement
The person who micromanages more than usual is probably going through a period of stress. They fear not delivering, or losing face, or they feel a loss of control over something important to them. The emotion of fear or the feeling of lack of control is probably present.
If someone suddenly starts micromanaging you, ask yourself what could be going on.
On the other side of the coin is the person who is “undergoing” micromanagement. In other words, this person is put under additional pressure and is asked for more validations, more follow-ups, more adjustments on details.
Micromanagement can certainly affect morale and trust between two people. In addition to discouraging creativity, increasing the turnover rate and creating a kind of dependency (the person is stuck, because they don’t receive tasks or validation).
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So, what can you do to put an end to micromanagement?
If you’re the person who is being micromanaged, here’s what you can do
#1: Communicate your progress more than you think is necessary.
Ideally, ask the person how often is the best time to receive follow-ups.
A stressed manager needs to be reassured. And why wouldn’t you help him? If this is his general mode of operation, talk to him about it.
#2 Mention it to the person
Yes I understand that it can be stressful, but as much as the other person has to gain from having a better relationship. If you think that everything has to come from your manager, you’re wrong. In general, in life, you are responsible for mentioning your needs and getting along as best you can with others.
Also, make sure that you have a full understanding of what is expected of you. Unfortunately, expectations are not always clear, and it is part of your responsibility as a member of a team to clarify the ideal functioning with your manager.
#3 Show empathy
Do you think I’m exaggerating because you’re the one who is being micromanaged? In fact, if this is not a habitual functioning of the person, something must happen. Be curious.
In addition, there may be situations where members of an organization need closer monitoring. For example: when a company is in difficulty, when a person is new, or is in a new role or when there is a specific growth or development that has big stakes for the company.
This must be explained and should be communicated by your manager, otherwise go and get the information.
If you are the person who becomes a micromanager in certain situations, or most of the time
#1 Surround yourself with the right people
If you needed someone with experience on your team and eventually recruited a junior person, you’re going to need to adjust your expectations and leadership style. (To learn more about leadership styles, read this other article.)
If you don’t have the time to train or invest in a junior person and no one can help you, there is surely another solution than hiring this person. This story may end badly and you won’t have won anything.
Some ideas: redistribution of tasks, deprioritization, external help or more agile project management to name a few. In addition to making sure to validate expectations, whether with customers or internally. It can happen that we do too much and that in the end, even if we do a little less, it creates satisfaction. I know that this part is taboo, but the point is very important. Are you familiar with the expression: “Do more than the customer asks for?”
If you do too much, you are less profitable, and often more demanding.
Be clear and focus on value delivery rather than perfection 😉
#2 Equip yourself with tools to view the progress of files
If you still need to have meetings, discussions or emails to find out the progress of files, I have only one piece of advice for you:
Bring the follow-ups to you.
In other words: stop looking for them.
And if you have the problem that people don’t update the tools that you have. Ask them for rigour, help and explain what it is for. Be open to reviewing the expected processes and level of detail.
In fact, generally, the clearer the requests, the easier it is to follow up.
#3 Accept to let go
Ouch. I know. For having been an expert in my field, before becoming a manager. I know that if you still love your original job, you may find satisfaction in adjusting files. It may also be that you have not yet accepted that this is no longer your role.
When you go from expert to manager, there is a mourning to be done and new skills to be developed.
Obviously, I’m not talking about small teams where even the manager is part of the expert team. And at the same time, even in these situations, the manager’s role must be clear: “In this particular case, I am the expert, in the other it is you and I am your manager.”
Conclusion
I invite you to find the balance for yourself between micromanagement and macro-management. That is to say, we must not see coaching as something negative. Coaching when managing a department or a company is essential. This supervision is positive if it adapts to situations and people.
And once adjusted, it has no negative impact on the company’s long-term aim, creativity, or satisfaction.
To learn how to adjust your framing, read this other article.