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Micromanagement: The Danger of Being a Micromanager

Posted by Thu Le on

As a manager, once you have delegated a task to an employee with clear objectives and set deadlines, what is your next move?

1. Do you allow your staff to complete the task and only check on them during the designated period?

2. Or do you closely monitor and immerse yourself in overseeing others’ projects?

If number 2 is your answer, then you possess one of the many characteristics of a micromanager.

Read more: 5 resolutions for aspiring leaders

Are you a micromanager?

Breaking down what makes a micromanager

Micromanagers are high-performers, have an eye for details, and a hands-on-attitude. However, they often take these positive attributes to the extreme.

In general, they would not feel at ease if they are not constantly updated on every step of the project and would think that unless they are the one who does it, the end results would not be satisfactory.

Let’s face it, no one likes to be micromanaged because it is stressful, demotivated and frustrating. Micromanagement can negatively impact on an individual, a team and the organisation as a whole.

Read more: 4 elements to a motivating life

Frankly speaking, a micromanager can be quite easy to spot. Besides the need to touch base with you every 5 minutes, he/she might also possess the following characteristics:

  • Resist delegating work
  • Immerse themselves in other’s project despite already given clear instructions and objectives
  • Focus mainly on fixing trivial details
  • Discourage, demotivate others to make decisions
  • Feel frustrated if the task was not done their way

A micromanager has 5 distinct characteristics

The impact of a micromanager on an individual and the organisation

Being too controlling can strain the connection between you and your subordinates, hurting both you and your employee’s confidence and performance.

Your employees can become timid, and more often than not, would think no matter what they do, the result would never be good enough. Therefore, they would:

  • Decide to resign, or
  • Turn to the manager and ask for guidance all the time

In both instances, the manager would interpret the incident as a verification that without the constant intervention, the team would not be able to succeed, and the tasks would not be done with satisfactory results.

Read more: Which leadership's key factor is unintentionally forgotten?

Managers and leaders are established with the purpose of leading a team to success with preferably no unwanted consequences. An effective manager empowers their employees by giving them the opportunity to learn and grow, and sometimes by setting obstacles to push them to the limit so that they can improve.

On the other hand, bad managers take away those opportunities. And when the employees are suppressed and no longer have the freedom to further develop themselves, they turn ineffectual. Insufficient productivity caused by these employees can cost your organisation not only money but also lots of time and effort to resolve.

Read more: Development – This is not an event… it’s a journey!

You have acknowledged the issue and you want to change, but how? Read the full article on “Escaping Micromanagement” HERE!

How do you define an effective leader and how do you measure such efficiency? TRG Talent conducted a study about leadership in the context of globalisation. Click here to read the full report!

Leadership in a globalised world

Topics: Talent Management

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 Rick Yvanovich
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