Micromanaging and why no one enjoys it
Are you managing or micromanaging?
Sometimes it’s a fine line, and other times, it’s a huge gap. The difference between managing and micromanaging is important, but it’s not always easy to spot, especially from the perspective of the leader. In reality, we’ve all done it. We have all micromanaged at least one task or project. For some leaders, micromanaging is occasional, and for others, it’s their approach to leadership.
Let’s start by asking the question, what is managing? In The Leadership Experience, Daft defines management as “the attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing, directing, and controlling organizational resources (p. 14, 7th Edition). Let’s highlight some important parts of this definition:
Managers are focused on the organizational goals. Their actions should have the goals in mind.
Managers care how the goals are reached: effectively and efficiently. There should be no doubt the goals were met (effectiveness), and we don’t want to waste resources in the process (efficiently).
The actions and responsibilities of a manager are broad, and these actions likely involve others within and outside of the organization.
So what is micromanaging? Micromanagers provide a level of supervision that is excessive and detrimental to whether and how the goals are met. They may have good intentions, but they are probably not meeting the goals, or they are compromising on effectiveness and efficiency. For example:
Micromanagers are not truly focused on the organizational goals. Micromanagers tend to focus on their own outcomes – making sure tasks are done “their way,” focusing on the outcomes more than on their teams, and controlling every task and outcome. Organizational goals will not be met with this approach.
Excessive supervision undermines the goal of effectiveness. Micromanaging leads to low morale and disengaged employees. These employees will not be as effective as employees with proper training, support, communication, and empowerment.
Excessive supervision undermines the goal of efficiency. Unnecessary supervision wastes the time of the manager and the employee. Micromanagers often believe they have the best methods and are best able to complete a task. As a result, they do not entrust the work to their employees. These situations often end perpetuating the manager’s view that “I should have just done it myself.” This approach and perspective wastes precious resources (human and time).
Micromanaging communicates many negative messages to followers. When micromanaged, employees feel controlled rather than respected and trusted. In “4 Signs Your Boss is a Micromanager and How to Challenge Them,” the author, Heidi Lynne Kurter, says, “micromanagers are detrimental to the success of a business and the mental health of everyone involved…As a result, employees disengage, feel demoralized and their creativity is stifled.”
Unfortunately, the list continues. Kurter also stated, “[micromanaging] increases stress, destroys happiness and decreases productivity and drives burnout.” These outcomes are linked to unhealthy habits and health issues. Quite frankly, micromanaging has no benefits for anyone involved – the leader, the employees, or the organization.
If you suspect (or know!) you are a micromanager, what can you do about it? Here are a few suggestions.
Understand the effects of past management habits. This may be a painful process, but it is important to understand how past instances (or habits) of micromanagement has negatively impacted your followers, your organization, and how people perceive you as a leader. Talk to people, be willing to listen, and take time to process what you learn.
Encourage accountability by being accountable. Some micromanagers believe their actions are equivalent to holding people accountable, but that is a misnomer. Accountability is not necessary if someone never has ownership of a task or process. Micromanaging prevents ownership. Effective managing empowers followers, giving them the opportunity to own the process and outcome. When ownership occurs, there is generally an openness to accountability. As a leader, be accountable for the parts you own, too.
Focus on people more than on tasks. Micromanagers are task-oriented to a fault. Instead of focusing on the tasks, take time to consider each person on the team or in the organization. List their strengths and the expertise they bring to the table. Share your thoughts with them. Ask them how you can support them and empower them. Demonstrate your appreciation for the work they do and the ways they support the organization.
The bottom line: Don’t be a micromanager. Break those habits and form some new ones – habits that foster collaboration, trust, independence, and accountability. You can do it! And ABL Wise Consulting can help.
Source: 4 Signs Your Boss is a Micromanager and How to Challenge Them by Heidi Lynne Kurter
