Micromanagers are some of the most dreaded forces to encounter in the workplace, but dealing with them without causing offence can be a tough balancing act. There are many ways to handle micromanagers effectively, but they lead to varying results that one must be prepared to balance as well. Confronting micromanagers head-on is the most straightforward approach to the problem, but this can lead to further heated conflict rather than resolution.
Many micromanagers do not set out intent of being intrusive, but their circumstances often lead to them becoming overly controlling without realizing it. Being on the lookout for early signs of micromanagement at work and then maintaining healthy dialogue with such managers is the best way to work matters out peacefully.
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Presenting the Best Ways to Handle Micromanagers At Work
Whether as an employer or employee, you’ve likely witnessed micromanagement in action at some point in your career. Micromanagement refers to the excessive oversight of a manager in every aspect of an employee’s functioning, extending to the point where the employee is no longer able to work due to the frequent interruptions and repeated demands for corrections.
Such extreme supervision may be appropriate in some extremely sensitive cases where every minute aspect has to be planned and checked carefully, but when it becomes the standard mode of operation, it can leave employees exhausted, frustrated, and unable to get any work done.
Micromanagers often struggle with delegation and attempt to be present at all stages of a project, which can hold up work and stop matters from proceeding further. Micromanagers who take on an aggressive approach to their management are often extremely harsh or critical without giving employees an opportunity to perform the tasks they have been hired for, creating a general atmosphere of dissatisfaction for everyone in the vicinity.
Early Signs of Micromanagement at Work
Before we get to some of the key ways to handle micromanagers, it is important to know the signs that can alert you to micromanagement. Whether as an employer or employee, it is important to be able to identify the tendencies showcased by micromanagers so you can alter your approach to the situation and deal with them effectively.
Some aspects of micromanagement at work include:
- Lack of delegation or provision of room to perform functions independently
- Repetitive explanation of tasks with niche directions to do things their way
- Repeated instances of managers taking over the task to finish it themselves
- No faith in the employee’s ability to perform even the most basic of tasks
- Required reporting of every minute detail of the project before things are allowed to proceed
- Excessive criticism without cause
- No decision-making power among employees, even on minor matters
- Repeated instructions to make changes to a project regardless of approaching deadline or client brief
A few of these habits might be showcased by all managers on occasions, which is inevitable considering the fluctuating nature of work and the circumstances shaping every project. The problem arises when the large majority of these signs are showcased with great intensity.
Exploring How to Manage Micromanagers Effectively
Micromanagement affects productivity in a myriad of ways, from discouraging employees from performing to holding up work until they meet the manager’s personal criteria. A micromanager can cause employees to lose faith in their own capabilities and inhibit any attempts at creative thinking or problem solving, as employees will be ultimately forced to approach a problem according to the whims of the manager.
Micromanaging tendencies aren’t exclusive to managers of an organization, as any employee in the hierarchy could choose to force their teammates to conform to their preferences. However, this quality is not damaging when showcased by bosses, employers, and managers, as it is much harder to set clear boundaries with them. Dealing with micromanagers can become exhausting after a point in time, which is why it is important to address the issues early on to avoid conflict at a more critical, time-sensitive period of time.
1. Initiate a Conversation on Goal-Setting and Strategy
If you are hesitant to set boundaries immediately, you can start a discussion on the project at hand and confirm your understanding of the project. You can also communicate when you will reach out to them and ask for room to try out your approach until the check-in point.
2. Ask for Feedback and Specific Ways In Which Micromanagers Are Seeking Improvement
A specific list of expectations will allow you to showcase your performance against those criteria so you can take a more strong stand against unnecessary criticism. When provided with corrections, clarify and ask questions to showcase your understanding of the situation and consistently provide your own evidence of meeting or surpassing the set expectations.
3. Set Clear Boundaries
The best way to handle micromanagers is to set a clear boundary on where you would like some autonomy and where you would appreciate their insights. This can be a very difficult conversation with a boss or manager, but it’s important to provide a clear explanation for how their supervision in some areas could be scaled back to allow you more room to bring your results to them when you are ready.
4. Don’t Point Fingers or Throw Accusations Around
Accusing your seniors of micromanaging you and ruining your work will not necessarily help the situation. It is important to communicate in a way that is calm and controlled and doesn’t come across as aggressive or accusatory. Explain how the situation is making you feel and how you would appreciate more room to prove yourself through your work.
5. Meet Your Managers Halfway
Dealing with micromanagers does not mean that one conversation will automatically change how they operate. It is important to be understanding and understand where you might be able to give them more frequent updates or which tasks you will allow them to lead on as well. Some compromise is necessary to make headway on such conversations.
6. Consider Speaking to HR or Asking for a Change
If you believe that switching to a different team might be a viable solution for you, consider speaking to HR about it. You can either discuss some adjustments with your HR and manager together or move to a different team where you will be able to operate to your full potential more effectively.
7. Try to Understand Their Reasons for Micromanaging
While it is not your responsibility to help micromanagers grow out of their shells and master their managerial responsibilities, understanding whether their behavior stems from a more controlling senior manager or from fear might give you the insight you need to approach the situation.
If your managers are micromanaging work because of overbearing leadership at the top, no amount of adjustments will likely lead them to change. Even if they quit and are replaced by another manager, it is likely that the same tendencies will continue in case it is a company-wide issue. In such situations, you will have to determine if you want to stay on at the organization or switch jobs.
Dealing with Micromanagers at Work Cannot Be Put Off
If you’re struggling to perform under a micromanager, it is best to initiate a conversation with them as soon as possible to avoid letting the problem fester. Instead of approaching the situation with aggression in a rush to defend yourself, open up healthy dialogue on your own preferences and your desire to try out your own approach with the guidance of the manager.
Setting up a system of accountability can make it easier for you to check in at opportune times without making the manager feel snubbed or disregarded. There are many ways to handle micromanagers that don’t stem from confrontation, but some degree of action will be essential to get the conversation started.
Have other recommendations on ways to handle micromanagers? Let us know what your personal experiences have taught you. Subscribe to The HR Digest for more insights into the ever-evolving landscape of work and employment.