Dear Joan:

Could you write an article about how "micromanaging" does not make people work better? In fact, it makes them feel like they can't do a good job-- when that is not the case. I want to say, "I wonder what would happen if you would just let us manage and do our job?"

Every single day our VP needs to talk about what each of us managers is going to do with the work we have that day. If we are doing such a bad job managing, why doesn't the VP just do it herself? I think it makes managers frantic and LESS productive because you are always trying to figure out what she is thinking and going to say, instead of focusing your efforts on managing. She has to be in control of every tiny minute detail. You know that even though she asks for everyone's ideas it will be maneuvered and changed so that it goes the way that she wanted it to in the end.

Is it hopeless?

Answer:

Micromanaging usually occurs because of either situational or psychological causes. I agree that it can have a devastating effect on morale and it stifles achievement of the people and the organization.

Let’s take situational micromanagement first. A manager is justified in getting into the weeds with an employee when a person is new or not performing adequately. It would be irresponsible to ignore the situation and hope for the best.

But the case you are making is quite different. Your peer managers are (presumably) competent and quite willing to do what they are paid for. The daily, detailed direction and control seems excessive and unnecessary.

Usually this degree of micromanagement stems from some psychological need. It could be insecurity about her position; or a belief that no one could possibly do things as well as she can. Another reason could be that she lacks understanding or skill about how to be a leader—she only knows how to do it herself, not how to empower others. Sometimes the manager can’t let go of the thousands of threads she controls, because she feels so personally responsible she can’t tolerate the anxiety she gets when she doesn’t have her hands in everything. Whatever the reason, the result is a resentful, apathetic or crippled culture.

Good managers feel distrusted and underutilized when their leader micromanages them. Managers who feel powerless to change their leader’s behavior, but don’t want to leave, eventually throw up their hands and let their leader tell them what to do—a mind numbing alternative. In any case, creativity, productivity, job satisfaction and quality customer service all are victims.

It’s very difficult for you alone to change the behavior of your manager. Change has to be imposed by her boss and may require the help of a skilled coach. This can be a difficult behavior to change, since it requires reprogramming the way she sees her role, responsibilities and authority. It won’t work to simply tell her to stop.

Along with clear expectations for changed behavior, she needs to be held accountable for the changes, so she has enough time to see the benefits her new behaviors bring. What further complicates a situation like this is that she probably has been telling people what to do for so long, they may need some time to learn how to step up. It will be too easy for her to say, “See? I told them they could decide and there was silence in the meeting! I have to do it myself.”

One thing you can do is give her feedback, if you feel she is willing to hear it. You can speak from your own perspective, rather than blame her. For example, “I get the feeling you don’t trust that I can handle this on my own.” Or, “When you give me detailed directions about my daily responsibilities, it makes me feel incompetent. Do you think I am incompetent?” This may cause her to step back and reflect on her actions.

Unfortunately, micromanagers tend to drive out good people. They tend to be wary of people they can’t control. If you sense this is the case, and you like your company, perhaps your best course of action is to apply for other available jobs in your organization.

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Joan Lloyd is an executive coach, management consultant, facilitator and professional trainer. Email your question to Joan at info@joanlloyd.com. Visit www.JoanLloyd.com to search an archive of more than 1400 of Joan’s articles. (800) 348-1944 © Joan Lloyd & Associates, Inc.