Micromanagement – How destructive is it & how to deal with it?

Traditional management no longer aligns with today’s dynamic business environment, which requires agility to adapt continuously to internal and external shifts. Yet, some managers cling to this obsolete approach, even in environments that embrace a radically different philosophy.

Micromanagement is a style that resonates with these traditional methods. Signs of micromanagement manifest in various behaviors managers display toward their team members. Such managers often struggle to trust their teams, leading to a reluctance to delegate. As a result, they either assume the responsibilities themselves or insist on being kept in the loop for every single task. This entails expecting team members to CC them on emails, provide constant updates, and giving detailed instructions for tasks. Often, micromanagers will oversee their employees closely, dismiss their input, and insist on their own methods.

Is Micromanagement as dirty as it sounds?

While micromanagement typically carries negative connotations, it’s not universally detrimental. For time-sensitive or crucial tasks, especially when involving inexperienced or undertrained employees, close supervision might be required. However, during such instances, managers should embody leadership and partnership, ensuring employees don’t feel micromanaged.

Theory X and Theory Y: McGregor’s Theory X and Theory Y offer contrasting perspectives on employee motivation. Theory Y suggests that employees are driven by intrinsic motivations like self-actualization and recognition, leading them to willingly accept and own responsibilities. Conversely, Theory X suggests that employees need strict oversight and external motivators, such as financial incentives.

Although McGregor recommends Theory Y as a management approach, there are circumstances where Theory X might be relevant. However, misjudging an employee and wrongly applying Theory X can erode their confidence and enthusiasm, especially if they’re new, as it may take them some time to adapt to the new environment and learn the new processes. It’s crucial to approach new hires with a Theory Y mindset, reserving Theory X only when absolutely necessary.

How to manage a micromanager?

Enduring a micromanager can be challenging. Modern work environments already present numerous stressors, and no one appreciates will appreciate a manager hovering over them and tell them what to do (and what not to do). Nevertheless, you might confront a micromanager at some point in your career path and need to know how to cope with them.

The easiest answer is: Run away! Many find it too difficult to deal with a micromanager on a regular basis; therefore, they take the easy road out and leave their jobs. But what if you like your job or you’ve worked so hard to earn it and thus find it even harder to leave? If you ever get into such a situation and you find it unbearable, consider the following strategies:

1. Speak your mind: There is a chance that a boss micromanages without the intention of doing so. Be honest and let your manager know that their interference in your job demotivates you and you would appreciate it if they could put more trust in you.
2. Empathize with your manager: This may be not easy; however, try – as much as you can – to realize their expectations and give it to them to earn their trust.
3. Set boundaries*: Sit together and discuss the responsibilities. Try to realize and make it clear for both of you what is for you and what is for them to decide.

HR Responsibility

Although micromanagement might be needed in rare or exceptional cases, it is mostly associated with mismanagement and counterproductivity. Whether it stems from the manager’s fear of losing control or their lack of trust in their team, it causes harm to your business.

According to modern management theories, achieving satisfaction and happiness is one of many reasons for which people desire to work. This is why human resources departments keep assessing different aspects of employees’ work life to improve the quality of that. The excessive amount of control that a micromanager applies to their team, not only lowers this quality but also decreases the productivity of their employees, damages their trust and morale and increases the turnover rate.

The responsibility for any failures resulting from micromanagement falls on the HR’s shoulder. When building the company culture, HR managers must aim to prevent this management style. This then should be regularly checked through employee satisfaction surveys to ensure that the culture has been spread out to all teams and team members at all organizational levels. Don’t forget that to obtain reliable (honest) results, the survey should be completely anonymous and the employees are assured that their answers cannot be linked back to them.

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