Micromanagement: The silent killer of workplace productivity

The suffocating nature of micromanagement

Ask workers complaining about their boss and why they are frustrated, and you’ll often hear them say, “I can’t stand the micromanaging.” What makes this type of management style so unappealing?

Team members find micromanagers overbearing. Their excessive supervision and desire to control everything make workers feel like naughty third graders rather than competent professionals.

Common signs of micromanagement include:

• Explaining tasks in pain-staking detail
  
  
• Scrutinizing the employee’s work, even when the person has already displayed mastery
  
  
• Criticizing for the slightest mistake or deviation from work processes
  
  
• Requesting constant progress updates
  
  
• Requiring managerial approval on all decision-making

The dangers of micromanagement

Effective managers want to build trust with their employees. Mutual faith in one another enriches workplace culture. Workers feel respected and valued, which encourages engagement and loyalty.

A micromanaging boss puts people on edge. Team members sense the lack of trust. They tire of someone looking over their shoulder. Such behavior makes them nervous and rattles their self-confidence.

Experiencing this inquisition regularly affects well-being and retention. Stressed and burned out, some workers see no other choice but to seek employment elsewhere for the sake of their physical and mental health, resulting in high turnover.

Suppose ex-employees talk among their LinkedIn network or on job review sites. In that case, prospective job seekers may view your organization as having a toxic work environment and decide not to apply.

Low morale suffers productivity. When treated poorly, employees refrain from going the extra mile. Projects become monotonous tasks of following orders rather than opportunities to take ownership and thrive.

Similarly, micromanagers stifle employee growth. People need the chance to develop skills, solve problems independently, and gain confidence. Allowing them to do so creates a stronger team, especially over time.

Speaking of time, overbearing supervisors waste their precious day. Hours spent hovering over employees could instead be used on other tasks.

Getting involved in every responsibility rather than delegating and trusting also leads to burnout, which makes effective performance difficult.

Is micromanagement bullying?

Micromanaging bosses may see themselves as tough, hands-on, or involved. You would be hard-pressed to find those who think of themselves as bullies. But ask their affected direct charges, and they may see things differently.

A thin line sometimes exists between micromanaging and harassment. Particularly severe actions—perhaps constantly texting during non-office hours or belittling an individual in front of a group—might be labeled harassment.

Whatever term is used, the supervisor’s reputation takes a hit. Disgruntled employees may bring the matter to human resources.

Micromanagers venture into especially volatile territory if they appear to target members of protected groups. For example, only micromanaging employees of a certain race appears discriminatory and could be interpreted as trying to cause distress purposely.

Legal action could result from unfair treatment based on gender, race, culture, sexual orientation, religion, disability, or age.

Reasons behind micromanagement

If micromanaging is so bad, why do some leaders do it? Every supervisor is different, but some common explanations include:

• Lack of trust

Some managers see their team members as unreliable, whether imagined or based on experience. They feel obligated to be highly hands-on to ensure metrics are met and deadlines are fulfilled.

• Desire for control

Some bosses need help to imagine various routes to the same end and want things done exactly their way. They do not welcome deviations from their perceived plans and exert power to keep everything following their agenda.

• Fear of poor results

Managers know team performance reflects on them. They believe constant supervision will eliminate mistakes and improve outcomes. They justify the behavior by reasoning that their career depends on it. Especially if under unrealistic pressure from higher-ups, they obsess and panic.

• Bad role models

Some organizations do not frown upon micromanagement. Managers who witness higher-ups encouraging (or at least tolerating) the behavior or see known micromanagers receiving promotions conclude they should do the same.

• Insufficient training

Even if someone holds a supervisory role, they still need the proper background or education to perform effectively. Sometimes, managers advance into their roles by performing well in the lower positions they oversee. Without instruction on coaching, motivating, and offering constructive feedback, managers may think strict monitoring is what managers should do.

• In the dark

Believe it or not, some micromanaging bosses lack a clue that their behavior bothers anyone. They may have good intentions, but their attention and guidance help you do your job well and demonstrate concern.

Micromanagement as a short-term solution

Since micromanaging typically annoys workers and kills morale, good managers avoid adopting it as a long-term management style. However, a few situations exist that could temporarily benefit from the behavior.

When a task needs to be completed quickly, employees must learn how a manager may need to get overly involved to maintain productivity and meet the deadline.

Training and coaching are preferred methods and lead to better overall performance, but many leaders micromanage in an occasional pinch.

Likewise, new or untrained workers sometimes profit from extensive hands-on guidance. Detailing instructions, demonstrating exact steps, and monitoring work may help these employees understand what to do. Once competent, the manager should step back.

How to stop micromanaging

Supervisors wishing to alter their behavior certainly can take steps to do so—realize that change rarely happens overnight. New approaches to overseeing staff can initially feel uncomfortable but prove worth the effort.

Strategies to combat micromanaging tendencies include:

• Hire and train well

The more competent your team is, the easier it should be to trust individuals to do their work without you looking over their shoulders. Provide staff with the knowledge and resources to do their job, and let them shine.

• Encourage check-ins and questions

Bill yourself as a support system that is available as needed. Work together to brainstorm solutions or fix mistakes rather than taking over or giving orders. Solidify the notion that asking for help or guidance is not a sign of incompetency but rather a competent, professional thing to do.

• Delegate with care

Start with simple tasks to increase your tolerance for delegating responsibilities. Your confidence should grow as you see employees completing duties without your input. Keep expanding the scope of assignments, and do your best to remain a resource rather than an active participant.

• Learn better techniques

Great managers always look for ways to boost and improve their arsenal of skills. Consider taking courses or reading up on relevant topics, such as coaching and emotional intelligence. You’ll better understand why employees react negatively to micromanagement and what replacement actions yield positive outcomes.

How to deal with a micromanager

‌Change can’t come soon enough for workers operating under a micromanaging boss. However, Ways exist to lessen the scrutiny and increase breathing room.

• Be proactive

Share your to-do list, outlines, and drafts before being asked. You’ll spare yourself the interruptions and come off as super efficient. Likewise, emailing a regular daily update can eliminate the boss making trips to your desk.

• Build trust

Managers worry about what might be going on behind their backs. Reduce concern by seeking help, admitting mistakes, using time productively, and following company rules. Honesty breeds less of a need for the boss to “catch” you.

• Hold a conversation

During a 1:1 meeting, politely discuss the bothersome actions. Note how they make you feel and impede your progress. Ask the boss if she has reservations about you that are behind the behavior because you’d like to address any concerns to perform better.

• Set boundaries

Draw limits as needed. For instance, put up a “do not disturb” sign or wear noise-canceling headphones when you require absolute focus. You will not answer texts or emails after 7 p.m. to spend quality time with your family. Ask a manager grilling you in front of others if you can move the conversation to a different room.

• Excel

Yes, bosses still sometimes micromanage superstars. But continuously meeting (or exceeding) deliverables and deadlines should chip away at the manager’s insistence on monitoring your every move. Also, if you need to take your concerns to human resources, you’ll generate more notice because of your status as a top performer. Companies want to retain valuable talent!

More resources:
Malicious compliance in the workplace: Causes and prevention
Management by exception: Its advantages and drawbacks
The 5 emotional intelligence competencies you need to have

Want more insights like these? Visit Beth Braccio-Hering’s author page to explore her other articles and expertise in business management.