Tag Micro management

How to Work for a Micromanager

Steve Keating 6 Comments

I don’t know of anyone who would say they actually enjoy working for a micromanager. But not all micromanagers are created equal. Some people micromanage out of a pure love and passion for their organization. Their enthusiasm overtakes them and they want to be involved in all aspects of their organizations. 

Those micromanagers don’t understand how they may be limiting the growth of their people. They also don’t understand that limiting the growth of their people is a sure way to limit the growth of their organization. I can’t help but cut this type of micromanager some slack. 


The other type of micromanager not so much. The other type of micromanager is a control freak. They believe they can control everything from their people’s thoughts to every action they take. Many of these micromanagers do not trust their people. I’ve got no research to support this but it’s my personal opinion that they don’t trust themselves either. 


Think about that. They hire someone they believe to be qualified and then refuse to let them do their job. It’s easy for me to believe that they didn’t trust their hiring decision. They also tend to think that no one can do anything as good as they can. They often have oversized egos. 


Working for for that type of micromanager can be especially challenging. It can make you feel frustrated, restricted, and hinder your productivity. However, it’s important to find ways to navigate the situation and maintain a positive working relationship. If you develop an adversarial relationship with your boss you almost always lose. That’s why making an effort to keep your relationship positive and professional is always worth it. 


Here are some strategies to help you work effectively with a micromanager.

  • Try to understand why your boss is a micromanager. They may have experienced past failures, have a strong attention to detail, or lack trust in their team. Recognizing their motivations can help you empathize and adapt your approach accordingly.
  • Establish clear and open lines of communication with your boss. Regularly update them on your progress, share your plans and ideas, and ask for feedback. Proactively keeping them informed can help alleviate their need to constantly check up on you.
  • Seek clarity regarding your boss’s expectations for your work. Understand their preferred level of involvement and the specific details they want to be informed about. By aligning your work with their expectations, you can reduce the need for constant supervision.
  • One effective way to gain your boss’s trust and potentially reduce micromanagement is by consistently delivering high-quality work. When they see that you’re reliable and capable of producing excellent results, they may feel more comfortable giving you greater autonomy.
  • Try to anticipate your boss’s preferences and requirements in advance. By taking the initiative to meet their expectations without being told, you can demonstrate your ability to work independently and lessen their need for constant oversight.
  • Establishing trust is crucial in any professional relationship. Be reliable, meet deadlines, and follow through on your commitments. Proactively communicate any challenges or roadblocks you encounter, along with your proposed solutions. Over time, your boss may develop more confidence in your abilities, allowing for greater autonomy.
  • Seek feedback from your boss to understand their perspective and expectations better. By showing a willingness to learn and improve, you can demonstrate that you value their input and potentially lessen their inclination to micromanage.
  • If you’ve developed a good rapport with your boss, you might consider proposing a trial period where you have more autonomy to work independently. Discuss the potential benefits of this approach, such as increased productivity and improved trust, and assure your boss that you will keep them updated on your progress.
  • When faced with challenges or obstacles, try to present potential solutions to your boss instead of only highlighting the problems. This shows that you’re proactive and capable of handling difficulties independently, which can help alleviate their need to micromanage.
  • Despite the challenges of working with a micromanager, try to maintain a positive attitude. Avoid complaining or badmouthing your boss to colleagues, as it can create a negative work environment. Instead, focus on your own growth, seek support from coworkers, and engage in activities outside of work to reduce stress.

Remember, working with a micromanager requires patience and adaptability. By implementing these strategies, you can improve your working relationship, gradually earn your boss’s trust, and potentially reduce their micromanagement tendencies.

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Is Micro-Managing Killing Your Business?

Steve Keating 3 Comments

So let‘s get this part out of the way early. If you’re a leader who micro-manages your people then you may be in a leadership position but you’re likely not doing much leading.   

 

Leaders who insist on micro-managing have some problems. The first problem is that they are trying to manage people. That doesn’t work. “Stuff” gets managed, people need to be led. I’ve written frequently about the difference between leading and managing so feel free to look back a few posts to see what I mean. 

 

The second problem micro-mangers have is that they believe they must check on every detail. That’s most likely the result of being an insecure leader. Micro-managers tend to base their leadership on a lack of faith and trust in other people. 

 

That’s a huge morale killer. 

 

It leads to little or no growth. It discourages the development of their people. It focuses on problems of detail, many of which are inconsequential. It discourages teamwork. If they micro-manage often enough or long enough and they will kill their business. It might be a long slow death but it’s death all the same.

 

Micro-managers take positive attributes – an attention to detail and a hands-on attitude – to the extreme. Either because they are control-obsessed, or because they feel driven to push everyone around them to success. But they risk disempowering their people. They ruin their confidence. They degrade their performance, and frustrate them to the point where they may quit…or worse, they stay and just disengage.

 

Micro-managers limit each individual’s ability to develop and grow. They also limit what their entire team can achieve, because everything has to go through them.

 

They don’t trust their people or their judgment. They are unwilling to allow them to assume any responsibility. What micro-managers fail to realize is that they are cheating their organizations out of the talent they are paying for.

 

Micro-managing may work for a while but in time it acts like an anchor on all progress. Innovation, new products, and new markets are discouraged because the talent to create and move forward has been derailed by the micro-manager.

 

The inability of micro-managers to “let go” and allow other people make some decisions, even risk failure, ensures that the growth of the organization will be severely limited. It may take years for those limitations to show up but they will eventually show up. When enough people disengage the business dies, slowly perhaps, but it does eventually die.

 

Micro-managing is not about the weakness of the team, it’s about the weakness of the leader.


If you’re a leader that suffers this weakness then you must exercise your leadership skills through effective delegation. Delegation is the single greatest tool for building future leaders. It’s also a great tool to help micro-managers break free from the limitations that come from attempting to do it all themselves.

The Case for Micro-Leading

Steve Keating 13 Comments

It seems as if I’m always learning something more about leadership. If there is one thing about leadership that I learn almost everyday it’s that I have a lot to learn when it comes to leading.

 

If you’ve read this blog for any length of time you’ll know my thoughts on micro-managing. It does great harm, to the person being micro-managed, to their organization, and even at times to the micro-manager. 

 

People resist being managed and they super resist being micro-managed. Micro-managing causes the micro-managed person to feel that they are not trusted even though that’s often not the case. Many times a micro-manager trusts their people and believes they are actually helping them. It’s not meant to be hurtful, it is in fact meant to be helpful. 

 

Regardless of their motives micro-managers are not helpful in the long-run. 

 

I am a firm believer in delegating tasks and empowering your people to take the reins. Let them work through the details and learn more than they ever would by being micro-managed. In the long-run it could be better for the organization. 

 

But….

 

You can delegate a task but as a leader you cannot delegate the responsibility for it being successfully accomplished. 

 

Which brings us to what I’ve learned lately. Given the choice between a well meaning leader who micro-manages their people, or a well meaning leader who empowers their people with little or no supervision, I’m going with the micro-manager every time. 

 

Despite my recent discovery I still refuse to acknowledge that micro-managing may have a place in the development of people. So I’m going to coin a new term and call it micro-leading. Here is the difference between micro-managing and micro-leading. 

 

If you’re closely managing someone only for your benefit or for the benefit of the organization then it’s micro-managing. If you’re closely supervising someone for their own development and learning then it’s micro-leading. 

 

Why you do something matters. Motives matter. 

 

Now, for those of you who think that the leader who sets their people free to find their own way has terrific motives I would say that you are likely correct. Except that successful leadership requires more, much more, than pure motives. 

 

Authentic Leaders cannot risk the good of the many for the development of one or even several people. Their first responsibility is to the entire organization. That requires them to find the balance between too much supervision and too little. Because of that awesome responsibility to the many I would have to suggest erring on the side of too much. 

 

It’s great when a leader can trust the judgment of their people but leaders must also understand that good judgment often comes from experience. If your people lack that experience then it’s not micro-managing to question their judgment, it’s micro-leading. 

 

Authentic Leaders “loan” their experience to their people until they have enough experience of their own. It’s only then that an experienced leader will allow them more freedom to use their own informed judgment to make great decisions. 

 

The good of the many must be foremost in the mind of a leader. It may cause the development of future leaders to be slower than they would like but if you’re in it for the long haul it’s the only way to go. 

The Problem With Micromanaging

Steve Keating 4 Comments

Have you ever heard the term microleading? I doubt it but if you have you should recognize it as an oxymoron. Like “I worked all-day one night.” 

 

Micromanaging is exactly what it says it is, microMANAGING. It’s when someone in a leadership position not only tries to manage a person but they manage even the smallest details of that person’s job. 

 

But micromanaging isn’t really the problem, it’s merely a symptom of a much bigger issue. The bigger issue is that there is someone in a leadership position trying to manage another human being. 

 

You see, managing is about stuff. You can manage budgets, you can manage inventory, you can manage buildings and plans but you cannot manage people. Basic human instinct drives us to resist being managed and and also makes us virtually crave being led.

 

Leadership is about people, people and only people. 

 

If you’ve found your way into a leadership position, no matter how you got there, your number one responsibility is to and for the people you lead. 

 

The real problem with micromanaging is not the “micro” part, it’s the managing part. In a weird twist, the “micro” part actually magnifies the fact that the person is being managed and not led. 

 

Managing a person is like asking them to swim laps while wearing handcuffs. They may some how pull it off but you’ll be greatly limiting their effectiveness. Notice I said “you’ll” as in you, the leader, will be limiting their effectiveness. 

 

Most every issue a person in a leadership position has with their people likely stems from the fact that they are trying to manage them. A managed person’s morale, creativeness, willingness to take risks, and motivation to push themselves are all pressured by being managed; when they are micromanaged those same things are crushed. 

 

I might be naive but I don’t think most micromanagers mean to do that type of harm. But there isn’t much difference between intentional harm and unintentional harm. If you’re micromanaging your people your harming them by limiting their growth. 

 

Authentic Servant Leaders know that they don’t really grow their business, they grow their people and their people then grow the business. When you limit the growth of your people you’re also limiting the growth of your entire organization. 

 

Trust your people! Unleash their potential by leading them, not managing them. Motivate them, coach them, teach them, and care for them. 


Authentic Servant Leaders understand that their people aren’t assets, they are not capital, and that they are not machines. They know that their people are human beings, real live human beings who have goals and dreams, they know that they are people who need to be led, not managed. 

When Your Boss is a Micro-Manager

Steve Keating 2 Comments

There are many challenges associated with working for a micro-manager. When you work for a micro-manager it makes it much more difficult for you to learn the skills needed to succeed. It makes it far more of a struggle to develop your instincts and judgment, two traits that will be required for you to make sound decisions as a future leader. Working for a micro-manager can make you hesitant and kill your self-confidence.

There are two main reasons people micro-manage. One is that they don’t trust their people. Their lack of trust stems from a lack of self-confidence, they don’t trust that they have put the right people in the right places. If they can’t trust themselves they most certainly can’t trust anyone else.

The other reason people micro-manage is a true, pure love for the business or organization. They want and need to be involved, they enjoy being involved. They are passionate about all aspects of the operation and they just want… no they need, everything to be right. If anything, perhaps they “over-care.” They mean no harm and they just don’t understand that they are in a way stealing your “ego food.”

Either way there are truly a ton of issues when it comes to working for a micro-manager. It just isn’t the best situation to be in.

But so what?

None of those issues, not a one of them, should be used as an excuse to not try. Doing nothing and then blaming a micro-manager for YOUR lack of productivity is on you, not the micro-manager. There is not a micro-manager in the world who can prevent you from taking action. They cannot prevent you from making decisions. They can’t stop you from thinking and being creative. They can’t steal your self-confidence …. unless you allow it. 

They can overrule anything and everything you do but you can keep trying. You can stay positive, you can press on. The best, most productive method for working with a micro-manager is to lead up. Lead up by making good decisions, being proactive, leading yourself well and making a choice to maintain control over your attitude and confidence level. 

Making good decisions, being proactive, and displaying a bit of confidence will all contribute to earning the trust of even the most micro of micro-managers. Unless your boss is a complete wacko you’ll earn not only the trust of your boss but a little more room to grow as well.

If your boss is the second type of micro-manager then share in their passion, engage and connect. Show your own passion for the organization, help them build the business and fill the leadership gaps created by the growth. Don’t expect a micro-manager to give you room to grow but don’t be surprised when they let you make your own room.

There are plenty of opportunities to thrive under a micro-manager so long as you don’t use being micro-managed as an excuse to sit on your hands and pout. Micro-managers don’t manage your attitude, you are always responsible for that.

If you’re blaming a micro-manager for your lack of growth then you had best take a look in the mirror because it’s likely your bigger problem is the one staring back at you. You may not like hearing that but you need to come to grips with it if you hope to succeed in the future.

By the way, if you do have the misfortune of working for a person who simply will never give you the opportunity to grow then you must stop complaining and lead yourself to better employment. That too is a choice only you can make!

 

Today’s Biggest Leadership Challenge – Part Two

Steve Keating 5 Comments

Now that you have your mentoring program underway let’s look at the other significant leadership challenge of today. 😀 I joke about already having your mentoring program started but I don’t joke about this: do not delay in getting started with developing tomorrow’s leaders; this workforce issue is going to overwhelm organizations that aren’t prepared to deal with it. Don’t be one of the many who are surprised that this issue overtook them so fast.

The second major challenge facing today’s leaders is micro-managing. Those of you who believe you are micro-managed should not get too excited here. This is not just going to be a recommendation for today’s leaders to stop micro-managing their people. This is about tomorrow’s leaders not allowing themselves to be micro-managed. 

I’ve worked for micro-managers at different points in my career but I’ve never really felt micro-managed. I always listened to my micro-manager (they deserve that respect) and then I always tried to do the right thing. When the right thing worked and it was different from what I was told to do I either heard nothing or I heard I was lucky or if I was working for a leader (yes, even good leaders can fall into the trap of micro-managing) I might have heard “good job.”  When what I thought was the right thing to do didn’t work I heard how I had screwed up. I got yelled at, I felt bad. I might have even embarrassed myself, but I survived. And I learned, I grew, and I discovered why my boss might have felt the need to micro-manage me. 

Here’s my point, the real problem with micro-managing is not only with today’s leaders who micro-manage, it is with tomorrow’s leaders who use it as an excuse to NOT make decisions and an excuse to not begin leading today. They say they “are not allowed” to make decisions and once they convince themselves of that it is certain that they won’t be making meaningful  decisions anytime soon.

The reality is that even in the most micro-managed organizations 85% of all decisions are made below the top levels of an organization. If you’re a true future leader you have ample opportunity to practice your decision making skills no matter where you work. You only have to risk getting yelled at. Okay, so maybe you have to risk losing your job but if you can’t truly thrive in the role you’re in then maybe you don’t want that job anyway. 

If you have the courage required to lead then you also have the courage to make decisions, whether you work for a micro-manager or not. You may not have the authority to move on major decisions but you can still learn effective decision making by making every lower level decision possible.

If you work for a leader who micro-manages they might be limiting their own leadership potential but they can only limit yours if you let them. Don’t let them!

A couple of final thoughts for the leader of today who is sincerely interested in developing the leaders of tomorrow.

If you’re a micro-manager then stop. If you can’t completely stop (and if it was my behind on the line I might find it hard to stop too) then stop a little. If you’ve never had a serious disagreement in your team meetings then you should recognize that as a warning sign that your future leaders are just sitting back and silently letting you decide everything. You cannot develop future leaders that way. 

Encourage debate, encourage the airing of different viewpoints, be quiet, force the opinions out of your people. If you have the right people in the room they most certainly have opinions and many of those opinions will be different than yours; it’s the job of the leader to make them feel safe enough to share them.

This much is certain, you will not find your organization’s next generation of leaders by watching them listen to you. 

 

Massacre by Micromanaging

Steve Keating 3 Comments

“The more you use your reins, the less they’ll use their brains” – The Horse Whisperer

This is going to be a post about a killer of professional development, micromanagement. But before I get too far ahead of myself, let’s begin with a basic definition of the topic.

“Micromanagement is a style of management that is characterized by an excessive need for
control and extreme attention to even apparently trivial details.”

Most leaders would accept the above definition as reasonable. Most micromanages would take issue with the term “excessive.” Therein lies the problem.

No one really thinks of the words “excessive” and “extreme” as positive. They bring to mind things like police brutality, abuse or worse. When used to describe a management style, many people envision a boss who has made it a goal to make the lives their direct reports miserable. That’s why so many people have a terrible reaction to being micromanaged and usually cite it as one of the worst management dysfunctions.

Here’s what real micromanagement looks like:

The manager tells direct reports what to do, how to do it and when to do it, giving no latitude to the employee. All decisions, no matter how small, must go through the manager. Delegation of authority is restricted or totally absent, this results in direct reports spending more time reporting on progress than making progress. The “guidance” provided by the manager generally offers minimal incremental value, for instance, nitpicking comments regarding grammatical or typographical errors on documents.

While micromanagement can be caused by a variety of issues it is most commonly just a learned set of negative behaviors that must be unlearned. It is not an easy change to make but it can be accomplished over time with some professional coaching and a serious commitment to make the necessary changes.

Whether you believe the definition I’ve provided you should make no mistake about this: micromanagers literally massacre the morale, motivation and growth of their people. I don’t think there is a worse problem in business today. Leaders who insist on micromanaging are very limited leaders. They have put good people in place but they refuse to turn them lose to excel.

When managers attempt to control every situation, employees become de-motivated (after all, they know their work is going to be scrutinized and reworked by the manager anyway, so why bother trying?) and more importantly, they fail to learn and adapt to new situations, since it is never truly up to them to succeed or fail. This will negatively affect their long-term ability to contribute to the team and ultimately the success of the organization.

Here’s the biggest problem of all with micromanaging; it cripples the development of future leaders. When you as a leader feel that you must control every decision and process you are not developing future leaders. When you fail to develop future leaders you miss the opportunity to experience explosive growth within your organization.

You cannot experience explosive growth in your organization by developing more obedient followers, you must grow more leaders. Leaders DO NOT grow in micromanaged environments.
If you’re not growing leaders then you’re not growing your organization, as least not as fast as you could. You simply must learn to let go. Risk letting your people make some mistakes, they may even learn from them. Maybe they will find a better way than your way (yes, it is possible) of doing something and you can learn too.

If you’re any type of authentic leader then you need to trust that you’ve put the right people in the right spots. If you believe in yourself then you’ll believe in your people. If you can’t do that then you might be able to manage your people but you cannot truly lead them.

Let go to lead!