When Your Boss Is a Micromanager
by Rick Brenner
If your boss is a micromanager, your life can be a seemingly endless misery of humiliation and frustration. Changing your boss is one possible solution, but it's unlikely to succeed. What you can do is change the way you experience the micromanagement.
Robert stepped into Kevin's office, closed the door and sat down in a heap. "I'll call you back," Kevin said to the phone. He hung up and asked Robert, "Well?" Robert gazed blankly at the floor. "He wants to screen every resume and interview every candidate himself. With his schedule, we'll never get this done."
"Well, Robert, he is a micromanager," Kevin said. "But there's a bright side — we don't have to do it."
Robert sighed. "No, we still do, but now he does it too. He's not micromanaging, he's nanomanaging."
Do you work for a micromanager? Here are some indicators:
- You're told what must be done, when it's due, and precisely how to do it.
- Your boss's instructions often belie an incomplete or incorrect understanding of the work.
- You have to report status more often than your boss could possibly need for constructive intervention.
- Your boss has become a bottleneck, because he or she is too involved in the details of what happens in the organization.
If your boss micromanages, what can you do? Much is written about changing your boss, and sometimes some of it works. But unless your boss actually wants your help in learning not to micromanage, changing your boss is an unlikely outcome. About the last thing a typical micromanager wants from a subordinate is help in stopping the micromanagement.
What you can do is change the way you experience the micromanagement. You can cope effectively if you keep some basics in mind.
- Everyone feels the pain
- Micromanaging hurts people, and that's sad. Micromanagers are also in pain. They take on the burdens of micromanagement in a futile attempt to stop their pain. Everyone is caught in the same painful place.
- "The problem is never the problem — the coping is the problem." — Virginia Satir
- Most micromanagers
don't want your help with
Work on changing your
own experience instead.
- Since micromanagement is a way of asserting control, try to understand what your boss sees as out of control. Recall a time when you felt things were out of your control. How did you cope?
- You still like some things about your job
- What do you like about your job? The work? The pay? The independence you still have? Move it to the center of your work life. Celebrating it creates energy for dealing with the more difficult parts of your job.
- You have choices
- You can choose to work elsewhere. That choice might not be appealing, but you can choose it. If you stay, stay because staying is the best option available.
Commiserating with your peers — or miserating solo — might feel good in the moment, but it puts the focus on the hurt. Instead, focus on what you love. Top Next Issue
For a survey of tactics for managing pressure, take a look at the series that begins with "Managing Pressure: Communications and Expectations," Point Lookout for December 13, 2006.
For more about micromanagement, see "There Are No Micromanagers," Point Lookout for January 7, 2004; "Are You Micromanaging Yourself?," Point Lookout for November 24, 2004; "How to Tell If You Work for a Nanomanager," Point Lookout for March 7, 2007; "Reverse Micromanagement," Point Lookout for July 18, 2007; and "Lateral Micromanagement," Point Lookout for September 10, 2008.
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. Order Now!
Your comments are welcome
Would you like to see your comments posted here? rbrengQXfgBDvbVOiPvMuner@ChacJwRgQiJUdyUCwbMZoCanyon.comSend me your comments by email
, or by Web form
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful,
and that you'll consider recommending it to a friend
Point Lookout is a free weekly email newsletter. Browse the archive
of past issues. Subscribe for free.
Support Point Lookout by joining the Friends of Point Lookout,
as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in,
anonymously if you like, and I'll give you my two cents.
More articles on Personal, Team, and Organizational Effectiveness:
- How Not to Accumulate Junk
- Look around your office. Look around your home. Very likely, some of your belongings are useless and provide neither enjoyment nor cause for contemplation. Where does this stuff come from? Why can't we get rid of it?
- Changing the Subject: Part I
- Whether in small group discussions, large meetings, or chats between friends, changing the subject of the conversation can be constructive, mischievous, frustrating, creative, tension relieving, necessary, devious, or outright malicious. What techniques do we use to change the subject, and how can we cope with them?
- Virtual Presentations
- Modern team efforts almost certainly involve teleconferences, and many teleconferences include presentations, often augmented with video or graphics. Delivering these virtual presentations effectively requires an approach tailored to the medium.
- Unnecessary Boring Work: Part I
- Work can be boring. Some of us must endure the occasional boring task, but for many, everything about work is boring. It doesn't have to be this way.
- The Power and Hazards of Anecdotes: Part II
- Anecdotes are powerful tools of persuasion, but with that power comes a risk that we might become persuaded of false positions. Here is Part II of a set of examples illustrating some hazards of anecdotes.
See also Personal, Team, and Organizational Effectiveness and Managing Your Boss for more related articles.
Forthcoming Issues of Point Lookout
- Coming September 2: That Was a Yes-or-No Question: Part II
- When, in the presence of others, someone asks you "a simple yes or no" question, beware. Chances are that you're confronting a trap. Here's Part II of a set of suggestions for dealing with the yes-or-no trap. Available here and by RSS on September 2.
- And on September 9: Holding Back: Part I
- When members of teams or groups hold back their efforts toward achieving group goals, schedule and budget problems can arise, along with frustration and destructive intra-group conflict. What causes this behavior? Available here and by RSS on September 9.
I offer email and telephone coaching at both corporate and individual rates.
Contact Rick for details at rbrenCntKMeNlBMMiwlyYner@ChactyIbBNrzDDnbqVwroCanyon.com
or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout
are available in six ebooks:
Reprinting this article
Are you a writer, editor or publisher on deadline?
Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's an upcoming date for this program:
- Managing in Fluid Environments
- Most people now work in environments that can best be characterized as fluid, because they're subject to continual change. We never know whats coming next. In such environments, managing — teams, projects, groups, departments, or the enterprise — often entails moving from surprise to surprise while somehow staying almost on track. It's a nerve-wracking existence. This program provides numerous tools that help managers who work in fluid environments. Read more about this program. Here are some upcoming dates for this program:
- Download to
your calendarCharleston, South Carolina: October 15, Monthly Meeting, Charleston Chapter of the Project Management Institute. Register now.
- Download to
your calendarMITRE, in Bedford, MA: November 17, Monthly Meeting, Boston SPIN. Register now.
- Wherever you are: it's a webinar: May 4, 2016, Webinar, IT Metrics and Productivity Institute. Register now.
- The Race to the South Pole: The Organizational Politics of Risk Management
- On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. But to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore lessons in risk management, its application to organizational efforts, and how workplace politics enters the mix. A fascinating and refreshing look at risk management from the vantage point of history and workplace politics. Read more about this program. Here's an upcoming date for this program:
- Team Development for Leaders
- Teams at work are often teams in name only — they're actually just groups. True teams are able to achieve much higher levels of performance than groups can. In this program, Rick Brenner shows team leads and team sponsors the techniques they need to form their groups into teams, and once they are teams, how to keep them there. Read more about this program. Here's an upcoming date for this program: