Being Micromanaged Makes Me Feel…
On Facebook, I posted: Being micromanaged makes me feel_____________.
Here were the responses I received:
- as though time/money/energy/effort is being wasted. It makes me wonder why I'm here in the first place if they'd obviously rather be doing it themselves.
- like punching my boss in the huevos.
- like having a drink
- like telling my boss to hold on to the anchor line and put the boat in reverse at full throttle.
- Incompetent
- eeeeeeerritated
- like they don't trust me.
- Frustrated and that they are questioning my capability.
- …like the micromanager is avoiding a project of their own.
- on the edge of an emotional breakdown.
Being micromanaged stirs up negative reaction – rage, self-doubt, frustration, and even tears.
The underlying relational message of being micromanaged is lack of TRUST! The manager might as well shout from the rooftops “I don't trust you to do your job!” It harms employee morale, creates apathy (why should I work hard when my boss will tell me how to do it anyway), and chips away at employees' confidence in their skills and talents!
Why do managers micromanage when it is so detrimental to maintaining a positive work environment?
What do you think? Share your thoughts in the comments below!
Right on Michelle!
Micromanaging is like making everyone below you feel like a moron.
Yes, it does have a tendency to make you feel stupid. I know when I’m micromanaged I begin to question my abilities!
I think what it basically boils down to is poor leadership skills on the part of the manager. When managers are unable to share their vision amd mission with the team, then of course they have to manage every aspect of the project. They haven’t taken time to train and ensure that the teams knows what is expected.
It’s just poor leadership and poor communication skills…
I would also add that some managers don’t know what the heck their vision is for their team. Then the leadership philosophy becomes CYA (cover your a#$) instead of a strategic vision.
Too funny, Michelle, I was just thinking about this same topic yesterday, as I was witnessing some micro-management action take place. In this situation, it wasn’t my place (nor was it the appropriate time) to intervene, but it did get me thinking about why, and maybe instead, how to react to it.
While it’s really easy to have negative emotions and/or reactions to it (I know I’ve been there) – I try and force myself to go positive. I know, and agree, with the power and trust reasons, but sometimes people that “end up” in positions of authority tend to not know what it is they are supposed to do, or how to effectively inspire others (lead) – yet..we need to help them out here. I think that is the time for others to shine, as I firmly believe that you don’t need a title to emerge as an effective and respected leader.
Just my quick two-cents. Great post – have a great weekend!
Thank you for your comment, Ryan. The challenge I see is when they don’t want your help. That you try to help, rise to the occasion and show leadership, and the manager slams the door in your face. I can see that it can be a great opportunity to manage up, but if the leader is insecure – they will try to tear you down. It’s sad that I am so cynical, but I have witnessed that far too many times.
In my experience many micromangers aren’t overtly distrusting of their employees (though their actions certainly indicate a lack of trust). Most of the micromanagers I’ve known share one or more of the following characteristics:
-Overly concerned about the opinions of superiors
-Want things to be done “their way”
-Prone to small pet peeves
-Lack leadership experience (as Ryan mentioned)
-Were often very competent at the jobs they now assign to other people
Sometimes the hardest thing for micromanagers to do is let go of the idea that they have complete control.
I’d agree that they aren’t overtly distrusting – it is more of the relationship message that they are sending.
I completely agree with your reasons for why they are micromanaging. Letting go of control is the difficult part.