It's me, the micromanager.
Micromanaging is a vice we often see in others, but rarely admit to falling into ourselves.
At some point in our careers, all of us have fallen into the trap of doing work that would have been better handled by someone else. Micromanaging is an issue of gradients and scales instead of binaries and absolutes, and we're all carriers of this deadly virus that can disempower our teams at a moment's notice if we aren't careful.
Although we rightfully fault others for being micromanagers full stop, the issue is less about their leadership potential and more about the context and manner in which said potential is put into use.
The immediate consequence of the above is a happy one: micromanaging is a treatable condition. To keep our own micromanaging tendencies in check, we must first understand what draws it out of us.
From Good Intentions To Terrible Outcomes
Micromanaging doesn’t just happen out of the blue; it’s usually driven by a combination of factors related to our approach to a situation and the context.
You'll find that micromanaging is quite often driven by good intentions. We micromanage because we deeply care about our work and want to ensure that it is done right. Its no surprise that perfectionism is closely linked to micromanaging, and the two can create co-dependent cycles that are difficult to let go of.
In fact, for many of us the ability to take over control and manifest results by sheer willpower and an ungodly amount of hours at the desk is exactly what has got us to here.
While there's no research to back this up yet, I suspect that there's a causal connection between high-performing micromanagers and the Peter principle which states that individuals are promoted until they hit their own level of incompetence.
In the end, there's only so much brute-forcing through perfectionism and control can accomplish, particularly once we are responsible for facilitating and leading the work of others.
Know Thyself: Why Do You Micromanage?
Let's first address the fact that sometimes micromanaging might be the right response, even when we accept that micromanaging does more harm than good in the long run.
In general, taking over the reins is most likely the right response when ineptitude or inability risks imposing significant consequences that cannot be avoided otherwise. In organizations that take their resource and operational planning seriously these situations should be few and far between, and control should be ceded back as soon as possible.
In all other circumstances, avoiding micromanagement is the ideal response.
The Micromanager's Matrix
A simple matrix that maps an employee's ability with their intrinsic motivations is helpful in driving the point home.
The Micromanager's Matrix
When faced with an employee who neither has the ability or the motivation to perform as required, the appropriate response is an immediate course-correction. This is the realm of PIPs and heart-to-heart discussions on whether the role is a good fit to begin with. Moving to the lower-right quadrant is by no means impossible, but doing so requires care and commitment instead of a manager who makes up for the shortcomings by pulling the load themselves.
In fact, employees who are unable to perform today but have the motivation to do so tomorrow are literally calling out for training and education. Most of us have found ourselves in too deep waters, willing to rise up to the occasion. Trusting your employees to battle their way through the learning curve is infinitely better than depriving them of the opportunity to learn by doing the work yourself.
Another situation many of us are familiar with is one where we could do the work, but simply won't. There's an infinite universe of reasons why employees might opt for withholding their skills and efforts. A skillful manager knows how to identify and address them instead of letting them fester, which is exactly what micromanaging would accomplish.
Finally, we arrive at the employees who both can and will perform. Micromanaging these individuals is not just the wrong approach, it is downright toxic to the workplace culture and individual performance. The appropriate response to a staff member who indicates both the ability and motivation to succeed is to empower them.
Never let the act of management get in the way of performance.
Instead, lean on immediate feedback frameworks, OKRs and other tools of empowerment to get the best out of those who are ready, willing and able to perform.
