Over the years of talking to folks about workplace culture I began to notice something–no one likes to be micromanaged but no one ever admits to being a micromanager.
So where’s the disconnect? If so many people feel micromanaged, but few claim to be micromanaging then something must be off. Most often, it’s a breakdown in communication, trust, and feedback loops rather than a supervisor desiring to make their staff’s lives miserable.
Micromanagement, as defined by Ryan and Cross (2023), involves excessive control, constant scrutiny, and frequent interference. Harry Chambers, author of My Way or the Highway: The Micromanagement Survival Guide, describes it as interference that disrupts rather than supports. Either way, the consequences are clear:
– Low morale
– Decreased productivity
– Reduced confidence and creativity
– Higher staff turnover
So why does micromanagement happen? :
– Lack of trust
– Fear or pressure from higher-ups
– Poor communication and leaderships skills
– A blurred line between oversight and overreach–what feels like “support” to one person may feel like micromanagement to another
Here are a few signs that you may be micromanaging (thanks in part to John Shuford, 2019):
🔹 You hesitate to delegate
🔹 You dive into your team’s work uninvited
🔹 You monitor minor details obsessively
🔹 You disregard expertise of colleagues
🔹 You contact staff during vacations or after hours
🔹 You feel things will fall apart if you’re not around
If any of this sounds familiar to you, no worries, there’s hope. Consider trying one of the following suggestions
1. Ask your staff for feedback
Do they feel empowered to make decisions? What can you do differently to better support their work?
2. Set clear expectations—and then step back. Trust your staff to do the job you hired them to do
3. Find tools to manage your anxiety so that it doesn’t spill over onto your team. Tap into resources like your Office of Professional Development, they can offer tools, support, and strategies to help you lead with trust
Micromanagement isn’t always about control or someone being a workplace villain. It’s often about fear and miscommunication. So when we replace fear with trust, and miscommunication with clarity and feedback, we can create a climate where our team feels valued.