LEADERSHIP
The Difference Between Toxic Micromanagers and Leaders
What does the micromanager test say about you?
Have you ever worked for a micromanager? If so you know how ineffective it can be, for all. It’s a motivation killer in the long run. A leader, on the other hand, can be an inspiring, a truly educational experience.
The problem with micromanagers is that they don't trust others. “They’re typically narcissistic, two-faced, egomaniacal and controlling” (Umoh, 2018).
Micromanagers don’t empower followers to make decisions and drown out independence, whereas leaders are all about autonomy.
This article poses a series of questions to distinguish the difference.
The Micromanager Test
Nobody likes to think of themselves as a micromanager, but if you’re in doubt ask yourself these questions:
- Do you work long hours, rarely taking time off, even for vacation? This is a bad sign. An indicator of your inability, unwillingness to delegate due to a fear of losing control. Leaders understand and promote balance in their personal and professional lives.
- Do you oversee everything for your approval? Micromanagers don’t want anything to happen without their approval. Leaders trust and empower their followers to take action.
- Is your inbox full because you want to be copied on everything? Micromanagers demand to be cc’d on every email thread and meeting minutes. Leaders respect independence and privacy, trusting that their team will escalate as required.
- Can you delegate? Micromanagers waste more time instructing others on task, describing in detail what needs to be done. Their way. Leaders delegate, and occasionally guide.
- Are you convinced that only you can do things right? You think “If you want something done right, you have to do it yourself.” You remove tasks from others, a clear sign of trouble, or worse, you rework what’s been done. Leaders facilitate opportunities by encouraging a diversity of self-expression.
- Does every decision revolve around you? That must be exhausting. Leaders consider all viewpoints. They’re decisive, not divisive, and encourage others to do likewise — teamwork.
- Do you insist that everything is done your way? Micromanagers always set specific instructions when they assign a task; they basically murder innovation. Leaders accept that they can’t do everything, it’s impossible, allowing followers room for their own ideas and work style to flourish.
- Do you demand that others check in regularly? Micromanagers need to know where their employees are, demanding to know what they’re doing at every moment of the day. Exhausting for all. Leaders exhibit a level of professional respect, they understand that people need space to grow.
- Do you sit in on every meeting? Your day consists of meetings from start to finish. Micromanagers want to be involved in every meeting — with clients, suppliers, partners or anyone worthy of their attention. Leaders respect their followers, trusting they will handle things appropriately.
- Do you get bogged down in the detail? Micromanagers are too focused on the day-to-day details to look at the big picture, important things like strategy. Leaders know details are important, but focus their energy on building a team with a compelling vision, forming a collaborative culture.
- Do you think that you’re smarter than everyone in the room? If so, you’re in the wrong room. Micromanagers secretly believe they are more skilled than the people they manage. Leaders know that they’re not, they don’t have all the answers. So they embrace their weakness by surrounding themselves with talented people who can figure things out.
- Do you have a high need for control? Micromanagers are forever “checking in.” Leadership is not about control or power, great leaders know this. They focus on the vision, empowerment, to inspire those on their team to perform at their peak.
- Do you check everyone’s work? Micromanagers lose trust by going behind people’s backs to check up. They even make changes, even when there’s no need to do so. Leaders have impeccable timing. They check in at critical points, confident that their team will do a great job.
- Do you have meetings about meetings … before meetings? Micromanagers hold crazy pre-meetings to control employees to ensure that things unfold as planned. Leaders only help with preparation, when appropriate, with a structured agenda so that only crucial points are addressed.
- Do you have any work colleagues that are also your friends or do you have a high turnover of staff and no friends at work?
Final Thoughts
Micromanagers create a toxic work environment. A culture that inhibits innovative thinking, creativity, and autonomy. Employees can only tolerate this for a short time before heading for the exit door.
“Employees join companies but leave managers. A Gallup poll of more 1 million employed U.S. workers concluded that the №1 reason people quit their jobs is a bad boss or immediate supervisor. 75% of workers who voluntarily left their jobs did so because of their bosses and not the position itself. In spite of how good a job may be, people will quit if the reporting relationship is not healthy. “People leave managers not companies…in the end, turnover is mostly a manager issue.” (Hyacinth, 2017)
Leaders appreciate the importance of the creative process, the energy that an engaging and empowering culture generates. Leaders allow followers to showcase their ability, their unique talents. They invest time and care in their people, knowing that team members only leave to follow new professional opportunities when they’re unfulfilled.
“You always have agency, autonomy and even responsibility for how you choose to respond to pressure,” they write, “including the seemingly overwhelming and debilitating presence of a toxic boss.” (Umoh, 2018)
Micromanagers complain that their staff lack initiative, rarely coming up with new ideas. They don’t realize that they are the problem, they inhibit, falsely validating that they are the only ones qualified to do the job.
Micromanagers are a virus, for which there is no cure except social distance.
Leaders, coach, mentor, trust, empower, encourage and support others in taking initiative.
A great writer, Sinem Günel, quoted one of my favourite authors, Simon Sinek, in her recent business article: “The goal is not do business with everybody who needs what you have. The goal is to do business with people who believe what you believe.” The same applies to leaders and managers, the goal is to “be” in business with those “who believe” in you (Simon Sinek).
“Respect is how to treat everyone, not just those you want to impress.” — Richard Branson
So what are you? A micromanager or a leader? It’s never too late to change your ways.
References
- Hyacinth, B., 2017. Employees Don’t Leave Companies, They Leave Managers. [online] Linkedin.com. Available at: https://www.linkedin.com [Accessed 10 April 2020].
- Umoh, R., 2020. 5 Ways Dealing With A Toxic Boss Hurts Your Well-Being — And How To Fight Back. [online] CNBC. Available at: https://www.cnbc.com [Accessed 10 April 2020].
Copyright ©. Paul Myers, Apr 2020. All Rights Reserved.
