Micromanagement-Paper (1) - 2.pdf: Related Papers
Micromanagement-Paper (1) - 2.pdf: Related Papers
micromanagement-paper (1)-2.pdf
patrick Sanaghan
Micromanagement:
“To direct or control in a detailed, often meddlesome, manner” The Free Dictionary
“Management with excessive control and attention to detail” Merriam Webster
In his book, My Way or The Highway (Chambers, 2004), Harry E. Chambers cites a survey of several hundred managers
and employees in which 79% of those surveyed reported that they had experienced micromanagement with their current
or past managers.
This igure resonates with my own experience in teaching over a hundred leadership development programs in higher
education over the years. Whenever I ask participants if they have ever worked for a micromanager in the course of their
careers, between 80-90% raise their hands. When I ask how many enjoyed the experience or found it beneicial, no hands
are raised.
If so many have experienced micromanagement and ind it unhelpful, why does micromanaging persist?
Micromanaging is an easy habit to identify in others, but a very dificult habit to break in ourselves. It takes patience,
persistence, and mindfulness and, even then, it is a long shot. By identifying what makes a micromanager, it is possible
to understand how to break the habit. And considering the negative impact and toxic environment that micromanaging
creates, it is well worth the effort (Blackney, 2013; Barnes, 2015; Chambers, 2004; Ivy, 2014; Buckley, 2014).
M ICR OMA NAGEM ENT: A N INCU R A B L E MA NAGEMENT ST YLE?
Table of Contents
References 14
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Micromanagers thrive on a sense of urgency. The following is an informal snapshot of the research
The control of time is one of the most intense drivers for conirming the negative impact of micromanagers:
micromanagers. They constantly interrupt people’s work
with intrusive check-ins and trivial questions: Are they 1. They create unnecessary bottlenecks with over-
on time? Are they doing personal work at their desks? monitoring and approval processes (Chambers, 2004;
Are they playing by all the rules and procedures? These Ivy, 2014; Mayhew).
interruptions demoralize people because they are so 2. They stile the creativity and initiative of their
unnecessary and are a waste of their time. employees (Chambers, 2004; Blackney, 2013; Ivy,
2014; Parks, 2015).
Micromanagers also create unrealistic deadlines, which
puts a time pressure on almost everything and creates 3. They fail to develop their people (Chambers, 2004;
a false sense of urgency both on priorities and trivial White, 2010).
matters.
4. This reduces the quality of work produced (Collins
& Collins, 2002; Chambers, 2004; Blackney, 2013;
Micromanagers thrive in a crisis because they are most
Barnes, 2015).
happy when they can declare an “emergency” and take
over. They thrive on stress, they need to control, and 5. In turn, employee morale suffers (Chambers, 2004;
they prefer to be the only one who can take care of the Wilkens, 2014; Parks, 2015).
situation. Perversely, this does not mean that they are
effective in a crisis. 6. And employees are more disengaged in the workplace
(Bielaszka-DuVernay, 2008; Heiman, 2010; Blackney,
2013; Parks, 2015).
The Negative
& Collins, 2002; Chamber, 2004; (Blackney, 2013;
Mayhew).
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360-degree feedback process. I have had several debriefs 3. An important project flounders and begins to fail.
with senior micromanagers who were very surprised to In this situation, closer attention can be a constructive
learn that they were perceived as annoying, aggravating, approach until things are turned around. Paying close
and ineffective. attention to results and determining why things aren’t
working well will take time and persistence on the
At the very least, this kind of valuable feedback manager’s part. Conducting a careful and detailed
and information can create a “choice point” for the After Action Report (AAR) or a Post Mortem also
micromanaging leader. Once they fully realize their identiies lessons learned.
impact, they can choose to act differently, but the journey
toward new behaviors will be a dificult one. (Later in
The bottom line here is that there are some times during
this paper, we’ll share a few practical strategies for that
which micromanaging can be a helpful but temporary
journey.)
approach to managing others (Riordan, 2009; Spolsky,
2009; Collins & Collins, 2002).
2. When an organizational strategy is changing In this section, we’ll present a brief, informal case study
dramatically (Riordan, 2009). and seven concrete strategies for employees.
In this kind of transition, there is a lot of confusion and
complexity. Close attention and monitoring during
this time is expected and often needed. People need
to understand the rationale behind the new strategy
Case Study
and its implications for their daily work. Making
I once worked with the executive vice president of a large
that pivotal connection is important for people, and
Research I university. This leader had served as a high-
close supervision, answering questions, and closely
ranking oficer in the military and obtained an electrical
monitoring behaviors and activities is appropriate.
engineering Ph.D. during his 25 years of service. He was
Once again, the 30 to 90 day rule is a helpful guideline.
highly intelligent, dedicated, action-oriented and one of
People need to know that this “mini”-micromanaging
the great micromanagers of all time. His work ethic and
is a temporary situation.
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his attention to detail, every detail, had enabled him to Working with HR, we identiied an administrative assistant
move up the military ranks quickly, because he got things who was recognized throughout her division as a “detail”
done. The traditional hierarchy of the military tolerated person, a great organizer, and who was very pleasant to
and even enabled his attention to detail and his command- work with. When contacted about a possible job transfer,
and-control style. she was both interested because working with an EVP
had great status attached to it, and reluctant because this
He looked like the right it for an EVP for a complex and EVP’s reputation was well known throughout the campus.
somewhat disorganized campus. Initially, he met with great
success. He established standing meetings with priority We agreed to a meeting, and after several conversations,
stakeholders, created protocols for communication and we created some strategies we hoped would prove helpful
coordination between ofices, organized the president’s in this transition process. The administrative assistant
cabinet and started to move things along at a quick pace. was assured that if things did not work out she could go
back to her former division (this was a key part of the
But after about six months, things started to change. agreement). Together, we established a set of protocols
People complained about too many standing meetings that would keep the EVP informed and in touch with many
during which the EVP conducted monologues instead of of his areas of responsibility. The administrative assistant:
dialogues with staff. Because the EVP felt he should be
• Scheduled a twice weekly “scorecard” meeting
involved in almost everything, the pipeline of actions and
with the EVP, where the status of projects would be
decisions slowed, bottlenecks emerged, and people were
updated using an agreed-upon scoring system.
unsure about what they could and couldn’t do without his
permission. • Created one-page formats for ongoing reports and
met with the EVP’s direct reports to communicate
The president asked for some help with this situation what needed to be included in these reports.
because she was in a bind. She didn’t want to lose this
leader, but she also didn’t think he would be open to • Established two important ground rules: 1) She
feedback, and her people were complaining loudly. I met would bring “bad” news as fast as possible, with no
with the EVP several times over a month, and had very repercussions, and 2) she would have the authority
open discussions about his micromanaging style. He to push back when she thought the EVP was
knew that he had to change, but didn’t know how. The micromanaging too much. (This was the one ground
very skills that had helped him reach this prestigious rule that was the “game changer.”)
leadership position were not helping him in his current
role. He didn’t want to fail in this new role, so he was very • Attended all of the EVP’s meetings for a month
motivated to change at least some things. and provided a rigorous review of how effective
the meetings were and if they were worth his time
My discussions with him revealed that in the beginning and attention. Although the EVP initially opposed
of his military career, an outstanding sergeant who was changes to his schedule, his meeting attendance
excellent about all the details, and who was deeply was soon reduced by 40%.
trusted, had staffed him. This had enabled the leader to
focus on more important and strategic issues, because Over a year, the EVP and the assistant worked through
“Sarge” had his back. With this great support, he was able these practices, and the EVP’s management style
to advance to higher positions and responsibilities. This changed dramatically. His staff were happy, the president
made it clear what was needed in the current situation: was happy, and things started to move forward. The
We had to ind another “Sarge.” administrative assistant was the right person at the
right time, with the right skill set and with the emotional
intelligence needed. Everyone learned that this kind of
trusted support can work with a micromanager.
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c) Have an agreed upon “scorecard” that is Then problems began to emerge. The “nice micromanager”
visible, easy to understand, and maintained with style that created the initial success wasn’t working
a simple rubric. One option is a list of priority anymore, and he didn’t know how to change his behavior
projects with a color code: to meet the new challenges and opportunities that were
present. Two of his VP’s left within an academic year,
Green = project is progressing well
and in exit interviews relayed that they didn’t feel they’d
Yellow = project is moving along with some had the chance to actually spread their wings and lead.
“glitches” Everything went through the president’s desk, and that
desk was very full. They wanted to make a difference, but
Red = project is in trouble
felt that they couldn’t make one under this president.
Articulate why the red projects are in trouble. Offer some The president undertook a 360-degree feedback process
possible solutions for the glitches in the yellow projects. after a close friend and fellow president suggested it.
Micromanagers will prefer to focus solely on the problems The results were startling and surprising to him. He was
because that will stimulate their anxiety, so balance by stunned that although people appreciated his great
also reviewing the green projects that show that progress contributions, they didn’t like his leadership style at all.
is being made. People wanted him to delegate authority to lead. They
wanted clarity on the rules by which decisions would be
made. They wanted freedom within their units and an end
to endless meetings.
Advice for I suggested that the president work with a local executive
coach I knew well, who could help him navigate the
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and sustainable way. He spent 15 years at this campus 2. Ask for feedback.
and left it in a much better place. He retired as President Ask your staff how you can be more helpful and listen
Emeritus for his great contributions. to their answers. You might hear answers like:
His success leaves some clues for other micromanagers: • Hold fewer meetings.
1. Seek ongoing, anonymous feedback. (This takes real • Clarify your decision rules. “When can I move
courage.) forward with an assignment? What real approvals
do I need from you?”
2. Listen to that feedback even when it hurts. (It
probably will.) • Instead of interrupting people throughout the
day, identify a speciic time to review work, ask
3. Get support with the leadership journey. (Never walk questions, give advice, and approve progress.
alone when trying to change an embedded leadership
style.) Quarterly, ask the following three simple questions of
your people. Make sure their answers are anonymous
4. To shift your management style, take one or two
and ask for as many speciics as possible:
things on; do not attempt to change everything all at
once. (It simply won’t work.)
• What do I currently do that helps you?
5. Take the pulse of how you are doing on a regular
basis. This will allow you to do a course correction • What should I stop doing?
if needed. (It will also show your people that giving
• What should I continue to do?
and receiving feedback is “normal” and appropriate
for managers at all levels of the institution, and that 3. Streamline reporting.
you are a committed learner.) Request brief (no more than one page) updates that
highlight the most important information.
6. Understand that leading differently is really hard, with
no shortcuts, but that in the end, leading differently 4. Learn to delegate.
serves the people and the place well. (This is a key This is one of the best ways to develop your staff.
thing to remember: You are serving the mission of There are several good books and articles on the
the campus and its people. That mission provides delegation process that can help you:
you with a higher purpose that can support dificult,
personal change.) • How to Delegate Effectively Without Losing
Control by Peter A. Land (2006)
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Appendix: An Informal
Micromanagement Assessment
How do you know if you work for a micromanager?
You can use this set of questions as an informal assessment to evaluate your current boss and determine if they are a true
micromanager. You can also use it as a self-assessment to better understand your own micromanagement tendencies. All
of these questions have been informed by the research on micromanaging (Chambers, 2004; Fracaro, 2007; Stell, 2006;
Bielaska-DuVerney, 2008).
1. My manager consistently seeks too much information about what I am working on.
1 2 3 4 5
Strongly Disagree Neutral Agree Strongly
Disagree Agree
2. My manager is an ineffective delegator (e.g., doesn’t explain the rationale for an assignment; provide me with
challenging assignments; establish good communication protocols; or help prioritize my work).
1 2 3 4 5
Strongly Disagree Neutral Agree Strongly
Disagree Agree
3. Most of the time, my manager tells me what to do and how to do it, rather than empowering me to ind the best
approach on my own.
1 2 3 4 5
Strongly Disagree Neutral Agree Strongly
Disagree Agree
4. My manager requires a lot of unnecessary approvals and check-ins about the assignments I am given (e.g., double
checking everything, providing constant advice, not allowing me to move forward).
1 2 3 4 5
Strongly Disagree Neutral Agree Strongly
Disagree Agree
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7. I do not clearly understand my decision making authority (e.g., what decisions I can make, which ones I can’t).
1 2 3 4 5
Strongly Disagree Neutral Agree Strongly
Disagree Agree
8. I believe my manager does not trust me to do good work and make good decisions.
1 2 3 4 5
Strongly Disagree Neutral Agree Strongly
Disagree Agree
9. Often, when my manager gives me work to do, he/she takes it back and does it him/herself.
1 2 3 4 5
Strongly Disagree Neutral Agree Strongly
Disagree Agree
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If the score = 3
If your average “hovers” around a three, it usually means you are unsure about the micromanaging tendencies of your
manager. The three questions to focus on that might clarify your experience with your manager are #6, #8, and #10. Take
a closer look at how you responded to each of those three questions on the assessment; this will help clarify how you
perceive your boss’s management style.
If the score = 4
If your average is close to a 4, you work for a micromanager -- but there is hope! Many of the strategies in this paper can
work with a moderate micromanager.
Assessing Yourself
If you use this informal but informed survey as a self-assessment and ind that you have strong micromanaging tendencies,
you should understand two things:
1. Your micromanaging is ineffective and destructive in the long term. You might achieve some short term results using
this management style, but in the end your people will resent you. They will become disengaged and you will see
diminishing returns in the quality of the results they offer.
2. It’s time to ask your people what they need from you, how they think you can be a more effective supervisor and
manager. If they truly believe that you are committed to changing your behavior and if they trust your intentions, they
will be able to suggest some effective protocols and procedures you can use to be more successful.
Adapting your management style is not a journey for the faint of heart. Changing your micromanaging habits and
tendencies is a dificult journey to undertake – but the positive impact it will have on your people will be enormous.
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References
• Ashkenas, R. “Why People Micromanage,” Harvard Business Review. 15 March 2011.
• Chambers, H.E. My Way or the Highway: The Micromanagement Survival Guide. San Francisco: Berrett-Koehler
Publishers, 2004.
• Chambers, H.E. “Surviving the Micromanager – How To Succeed With a “My Way” Boss,” Career Intelligence.
• Collins, SK, and KS Collins. “Micromanagement--a Costly Management Style,” Radiology Management. 24.6 (2002).
• Gallo, Amy. “Stop Being Micromanaged,” Harvard Business Review, 22 September 2011.
• Ganeshan-Singh, Padmaja. “7 Ways to Survive Working for a Micromanager.” PayScale. 29 October 2014.
• Graham Scoll, G. A Survival Guide for Working with Bad Bosses: Dealing with Bullies, Idiots, Back-stabbers, And
Other Managers from Hell. AMACOM, 25 Nov. 2005.
• Hall, Linda and Kent Lineback. “How To Get Involved Without Micromanaging People” Harvard Business Review. 25
March 2011.
• Knight, Rebecca. “How to Stop Micromanaging Your Team,” Harvard Business Review. 21 August 2015.
• Maignan Wilkins, Muriel. “Signs That You’re A Micromanager.” Harvard Business Review. 11 Nov. 2014.
• Manzoni, J F, and Jean-Louis Barsoux. The Set-Up-to-Fail Syndrome: How Good Managers Cause Great People to
Fail. Boston, Mass: Harvard Business School Press, 2002.
• Rao, Kathleen. My Boss Is A Jerk: How To Survive and Thrive In A Dificult Work Environment Under the Control of a
Bad Boss. Amazon Digital Services LLC, 2014.
• Riordan, C.M. “Sometimes Micromanaging Is Good and Necessary,” Forbes. 29 Jul. 2009.
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• Su, Amy J, and Muriel M. Wilkins. Own the Room: Discover Your Signature Voice to Master Your Leadership Presence.
Harvard Business Review Press. 2013.
• White, R.D. “The Micromanagement Disease: Symptoms, Diagnosis, and Cure.” Public Personnel Management. 39.1
(2010): 69-76.
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Authors
Jillian Lohndorf
Librarian, Chicago School of Professional Psychology
Research Associate, The Sanaghan Group
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