Micromanagers believe they are good managers. They think they get the job done.
From experience I’d say that this is far from the truth. The micromanager shows their team a lack of respect and creates an air of mistrust.
Here’s why …
Micromanagement Is Bad Management
But why would they knowingly do this? In a nutshell, they don’t know they are micromanaging!
They believe they practice good management by taking the job seriously and accepting personal responsibility for everything coming down the line.
In essence they think, “The buck stops here.” Consequently, they take policy and practice to extremes and interfere with their teams’ ability to do a job.
And I’ll go further …
Micromanagers are often bullies. They coerce staff and demand the unreasonable.
The micromanager lacks self-awareness. They see nothing wrong in their actions and they certainly don’t recognise the impact they have on team performance.
Indeed the micromanager is like a duck out of water. They’re elevated through the ranks and lose touch with that in which they are familiar. They’re promoted because they got things done once.
Unfortunately it’s often a case of “What got you here won’t get you there.”
Scott Berkun says this in his open letter to micromanagers:
Good managers are brave, and generous with trust in their people. They want them to mature in their judgement and grow in their skills, preferring to err on the side of trusting too much than trusting too little. They take pleasure in letting go and giving power away to their staff, accepting that when someone who works for them shines, they shine too.
That is, good managers do the exact opposite to the micromanager.
- surround themselves with high quality employees,
- invest in training,
- communicate their vision and empower employees to achieve it,
- lead by example,
- praise good work, and
- manage each employee differently.
Do you a micromanage?
Creative Commons image courtesy Pat Gaines.