A familiar observation I hear during my coaching and training sessions is, “My boss is a micromanager.” When I ask for details, the person typically gives examples similar to these: “He is always checking up on my work and making corrections,” or “She constantly expects status updates and requires that I cc her on every email.”

Managers are valuable members of a team who lead with different styles. Sometimes, when they exert too much control over their team members’ work, they micromanage rather than provide guidance.

According to the job site Indeed, “Micromanagement is a management style that involves the close supervision of an employee by a manager. People who micromanage immerse themselves in the work of others. This means that a micromanager often avoids delegating responsibilities to employees so the manager becomes the sole decision-maker.”

Common signs of micromanaging in organizations and teams include:

  • Every decision needs to be approved by the manager
  • A focus on the small details rather than the big picture
  • Context is often withheld from employees
  • Employees are afraid to share their opinions

The reasons for micromanaging include a lack of trust, inexperience, and a shortage of skilled employees on a team. Finding a balance between control and autonomy can feel like a tightrope walk for leaders. To add to the challenge, the rise in professionals working from home has led some managers to be concerned that their remote team members are shirking.  These fears contribute to hypervigilance that takes the form of micromanagement.

As a leader, it’s natural to be invested in the success of your organization and team. In certain situations, such as periods of rapid change, onboarding, and explaining complex tasks, a high-touch approach is necessary to achieve desired outcomes in the short term.

Longer term, however, such close scrutiny can erode morale. If people feel they are not trusted to do their jobs correctly, they can become disengaged and frustrated. Other negative side effects include decreased productivity, lower creativity, and higher attrition. Research shows that micromanagement is one of the top three reasons people leave a job. Not only that, this management style is exhausting. Looking over so many shoulders can stress leaders’ physical and mental health and contribute to burnout.

If you realize that you have a tendency to micromanage, don’t worry. Like any habit, it takes awareness and intentionality to change. The best way is to start small. Practice delegating, assigning tasks that play to team members’ strengths, and allowing them to learn and grow in their roles. Focus on desired outcomes rather than minute details and give members the appropriate resources, training, and authority to achieve the end goal. Gallup’s Ultimate Guide to Micromanagers contains a complete list of actionable tips.

Another technique to combat micromanaging is to ask questions rather than issuing directives. Slowing down and asking what team members think or what solutions they have tried can help them be proactive and strengthen their independent problem-solving abilities.

The best way to help your team is to let them know you believe in them. Nurturing relationships of mutual trust takes time. Effective feedback and open communication are vital components of a healthy workplace culture in which everyone feels valued and respected.

Have any micromanaging stories as an employee or as a boss? We’d love to hear what you learned from that experience in the comments below.

To learn more about The Propel Consulting Group, contact us now.