Are You Really a Micromanager?
Getting Real About Micromanaging and Being Micromanaged
Are you a micromanager or being micromanaged? Let’s find out!
During an election season there are two things I think we can all agree on.
No one likes to be micromanaged.
Leaders who “micromanage” are exhausted and exhausting.
Do we agree?!
Here’s where some might disagree.
96.3% of employees who accuse a manager of micromanaging are overwhelmingly underperforming team members.
There are a few instances during the past 15 years in this industry that I’ve seen leaders try to micromanage highly capable leaders. The vast majority of those examples are team members complaining because they don’t appreciate accountability and lack taking ownership. Team members perceive feedback and direction as micromanaging even when performance metrics and poor attitudes persist.
Here are three examples to consider:
Example 1) Recently a new leader was hired to take over a team that had been leaderless for over a year. The perception was that this team was doing fine, but the new leader quickly realized the gap between what was reported and what was actual. The new team started hurling the career crippling word to HR: “Our new boss is micromanaging us!”
Example 2) The executive leader was reported to HR for being controlling and micromanaging. The other six teams under this leader provide positive feedback, but for some reason this one team was frustrated. Development sessions, listening meetings, coaching, etc., all led to more complaints. Meanwhile the team performance was abysmal.
Example 3) The executive leader promoted his former team and hired new leadership team members. The team dynamics changed, but the leader did not change the way he interacted. Very quickly the team started to feel like they were not empowered and were being micromanaged. The executive had to learn not to provide input too early because the input was heard as orders instead of ideas.
If you have led well for any length of time, I’m sure you’ve been accused of micromanaging. If you have had a season where your performance didn’t measure up, I’m sure you accused your manager of micromanaging you (if you’re being honest, right?).
So, what do we do about this?
If you think you are being micromanaged …
If you answer, “yes,” to 2 out of 3 questions (below) you are most likely NOT being micromanaged …
Is there a gap between performance and clarified expectations? I’m not talking about your attitude or character here. I’m simply asking you to look at the data.
Do you point the finger at others when results don’t hit the target?
Do you complain about your team, clients and role more than you encourage and celebrate others?
If the answer is “yes”, then there is a clear reason your manager is leaning in more than you appreciate. They are either trying to make sure you hit the mark, or they are trying to develop and support you. I’m not saying your managers approach is spot on, I’m just saying that you need to be aware that your performance needs to improve. The only way your performance improves is if you learn to lead and execute more effectively than you have been.
For example:
You are in sales and you have not hit your targets the past 3 months. Your effort is great, but the manager might be trying to help you grow so you can hit your targets.
You are a project manager and projects are not even close to being on time or on budget, so you are blaming everyone else for not scoping the project correctly and not managing change requests well. But, at the end of day, it’s your responsibility. Your manager might be trying to help you lead through influence to help you achieve the goal.
To make sure this stays fair.
Are you a micromanager? (Take an introspective look and be honest!!)
Do you provide too much instruction to team members who are achieving and accomplishing their goals?
Do you have to approve every outgoing message from a team member who hasn’t had a complaint in the past 6-8 months?
Do you get frustrated if a team member attempts to accomplish their work in a way that you typically wouldn’t and you end up discussing your frustration with them?
If you answer “yes” to 2 out of 3 of these questions, then you might be a micromanager! Just own it! As the trains in the UK say, “See it. Say it. Sorted.”
Here’s the deal. No one wants to be micromanaged and no one wants to be a micromanager.
If you are being micromanaged because you aren’t performing – let’s up your game. If you are micromanaging someone who is hitting it out of the park – slow your roll and improve your openness to learn. If you are trying to develop a team member who is not hitting the mark – let’s try to develop them more effectively.
How do you do that?
From a high-level perspective, we (at Insight) think about managing as a coach. Step 1 to this process is providing clear expectations and knowing your team. Know their personality and strengths.
Then we look at two questions you can see on the images below.
Don’t just use this rubric by yourself if you are a manager. Show it to your team member(s) to discuss where you see them on the chart for this next project or task. Have a conversation and get on the same page.
We know these conversations can be discomforting … kind of like talking politics at the Thanksgiving table. After you drop the question, you aren’t sure where the relationship will be by dessert. That’s no way to love life at work and love life at home.
Set up three coaching sessions to navigate how to have these conversations with your team. We will dive deep into your scenario and context to help you think through what’s happening and how to navigate it like a pro coach.
We don’t promise a smooth political conversation! But we do have a high success rate in helping managers build healthier relationships with their team members while navigating the shift from micromanagement to team member development.
Shoot michael@insightlg.com a note to set up coaching with one of the Insight Coaches and let’s close out 2024 strong so we can move past the micromanaging life in 2025.
Set a time to talk through coaching today.
Cheers,
Michael Brown