LEADERSHIP
5 Signs of a Micromanager That Employees Hate
Have you ever worked for a micromanager? Or worse, are you a micromanager?
Micromanagers don’t trust others. Simple. “They’re typically narcissistic, two-faced, egomaniacal and controlling” buffoons (Umoh, 2018).
Micromanagers fail to empower others. They drown independence, interdependence, and autonomy due to their own insecurities. They can’t influence followers.
This piece expands on the series of questions raised in the article: “The Difference Between Toxic Micromanagers and Leaders.”
Are you a micromanager?
The Micro Mantra
A former colleague described our previous manager in a few words: “Do as I say not as I do.” He was partly-right because the level of control, depravity, and vicious intent could not be conveyed in just eight words.
On that note, here are five red-flags of micromanagers:
№1 — Every task needs your approval
For the skilled micromanager, delegating control to their team is unpalatable. Fanatical micromanagers are convinced that they, and only them, are capable of making the right decisions.
Employees must seek approval for everything, as a result, their autonomy is non-existent and their self-confidence is eroded to zero in time.
№2 — Copy me on every single email
Not that the micromanager will read those emails, but the need for visibility, which is impossible, at all times is a powerful draw. A flaw rather.
Micromanagers fear being left out of the loop, obsessed with not being informed. Lacking trust they cannot accept that people are discussing things, anything, or worse, making decisions outside their control.
№3 — I’m obsessed with updates
This diverts time and increases costs because employees spend too much time producing detailed reports to update their micromanager when they should be focused on their role, the tasks they’re employed to do.
This creates a constant need to justify, validate, and prove worthiness. A cultural dynamic that instills a feeling of distrust and a sense of inadequacy.
№4 — I cannot delegate
This manifests new problems. Invents issues, akin to asking an employee to pull a couch from their ass on the spot.
- Firstly, team members question if they’re actually allowed to complete tasks without approval from their micromanager, for the work they’re employed to do.
- Secondly, the micromanager is overloaded approving the work of others.
- The overloaded micromanager has less time to complete their own work.
This vicious cycle of mindlessness work is economic cancer.
№5 — I complicate simple things
Obsession with minor details, peppered with a list of instructions, leads to elementary project tasks becoming unnecessarily complicated.
The fact is, detailed instructions consume more time and energy than intended deliverables.
Delivering an endless instruction of deliverables delivers poor results.
Leonardo Da Vinci said, “Simplicity is the ultimate sophistication.”
Final Thoughts
Micromanagers are control freaks. They believe they’re above all subordinates, their less-talented followers.
Micromanagers invent a backlog of work, losing the ability to see the big picture and others in the process.
Micromanagers blind themselves and others with mindless bureaucracy.
How to manage a micromanager
As a business leader, it’s your responsibility to identify and weed out micromanagers.
Why?
To mitigate the damage they will do to employees and ultimately the organization.
As a leader, it takes tact to manage micromanagers, those trying to impress you.
Business leaders must exhibit tough love to guide micromanagers in a new direction. A path that focuses on others rather than autocratic control. Failing that micromanagers must be shown the exit door.
If you think you’re a micromanager — think again — Rethink your behaviors to channel your energies in others as opposed to your ego.
