Words: Michelle P. Tonnesen.
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e’ve all been there. A boss, a colleague or even a spouse micromanaging your doings in some way or another. Some people don’t mind too much – others can’t stand it. Either way it is counterproductive to all parties involved. Organisations are generally structured around tasks, processes and people. If structured appropriately, these elements will interact in an efficient manner getting the job done without unnecessary waste of time and resources. Micromanaging not only leads to inefficiency, but also frustration and consequently lower morale and ultimately a negative working culture. The most frequent motivations for micromanagement, such as detailorientation, emotional insecurity and doubts regarding employees’ competences, are internal and usually related to the personality of the manager. Some people are just born perfectionist control freaks and usually don’t mean any harm but just aim to get the job done in a certain way – which happens to be their way. Certain jobs even require a degree of micromanagement to be successful, like project managers who continuously need to control the quality, scope and timeline of their team’s work. Others may have more Machiavellian objectives, such as narcissistic leaders who deliberately delegate work to subordinates and then micromanage those employees’ performance, enabling the micromanagers to both take credit for positive results and shift the blame for negative results to their subordinates, who have no authority to take alternative actions to mitigate failure. However, external factors such as organisational culture, increased time or performance pressure due to customer or shareholder demands, as well as instability of managerial positions may also play a role. Because a pattern of micromanagement suggests to employees that a manager does not trust their work or judgment, it is a major factor in triggering employee disengagement, contributing to retention and turnover problems. Micromanagement results in interference with the performance and productivity of people and the efficiency of processes. As a consequence, organisations rake up significant direct, indirect and hidden costs, along with instability and lack of continuity. Effective managers set up those around them to succeed. They empower their employees to do well by giving them opportunities to excel. Micromanagers, on the other hand, prevent employees from making – and taking responsibility for – their own decisions. And a disempowered employee is an ineffective one. In sum, micromanagement is a guaranteed way to ensure your team or organisation will not reach its full potential. So, how do you deal with this toxic trait?
IN-BUSINESS
Effective managers set up those around them to succeed. They empower their employees to do well by giving them opportunities to excel.
Step one is to acknowledge the problem. Are you or your manager displaying these symptomatic behaviours? n Resist delegating work n Discourage others from making decisions n Get involved in the work of others without consulting them n Push aside the experience and knowledge of colleagues n Focus on the details instead of the big picture If the answer is yes, the next step is to develop a strategy for dealing with this form of mismanagement – both as a micromanager and a micromanaged.
Tips for the Micromanager Part of being a good manager is listening. Managers fail to listen when they forget their employees have important insights – and people who don’t feel listened to become disengaged. The best way to build healthier relationships with employees is by talking to them. Getting frank feedback from employees is the hard part. Once you’ve done that, it’s time to change. This means giving your employees the leeway – and encouragement – to succeed. Walk the talk – be an exemplary role model to others. Negative behaviours risk becoming imbedded as the norms of the organisation. In many cases the culture of micromanagement is established at the top. The style and behaviour of a few top leaders cascade throughout the organisation. Break this cycle by acting as a positive change agent. Tips for the Micromanaged Volunteer to take on work or projects that you are confident you will be good at. This will start to increase your manager’s confidence in you. Plus, pursuing a common goal will help build trust and this will give you more freedom. Help your manager to delegate to you more effectively by prompting them to give you all the information you will need up front and then set interim review points along the way. Good communication and results is the best way to deal with the micromanager. Give them an update on progress at every opportunity and deliver on your tasks. Learn to see things from their point of view. By understanding the signs of micromanagement and knowing what your boss is trying to achieve, you may find that you can help them realise their goals. Remember that managers are only human too! Changing behaviour isn’t easy, but it is possible in time with great patience and perseverance!
Sources Chambers – My Way or the Highway (2004) n Thomas – Narcissism: Behind the Mask (2010) Mindtools.com – Avoiding Micromanagement n Leadershipthoughts.com – 10 Signs of Micromanagement
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