November 24, 2004	Volume 4, Issue 47
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Are You Micromanaging Yourself?

by Rick Brenner

Feeling distrusted and undervalued, we often attribute the problem to the behavior of others — to the micromanager who might be mistreating us. We tend not to examine our own contributions to the difficulty. Are you micromanaging yourself?

Judging by the almost-universal understanding of the term micromanager, many of us have experienced micromanagement. It's pretty easy to detect micromanaging when someone else is doing it, but it's difficult to see it when we're doing it ourselves. Micromanagers are everywhere — even inside us.

One reason it's so hard to see our own micromanaging behavior is our reluctance to face the possibility that we're hurting other people. That's why our own behavior can be easier to see if we look at how we micromanage ourselves.

Here are some warning signs that your inner micromanager might need some retraining:

• You feel guilty about sleeping late, even on your days off, and even if you're exhausted.
• Whenever you get a parking ticket, you feel really horrible — out of all proportion to the offense.
• You don't have a "free" minute. Every bit of time is accounted for. It's been months since you've had the experience of just hanging out, in the way you did so easily in your teens.
• You berate yourself if you do something just well enough. You could have done better.
• You rarely celebrate achievements or acknowledge successes, because you're afraid that if you do, you might get too comfortable or ease off.
• When you put anything at all on your To-Do list, you have a clear idea of the right way to do it. You rarely let yourself try new or more interesting approaches.
• Micromanagement
  is difficult to detect
  when we're doing
  it ourselvesWhen you travel somewhere, even for a routine errand, you always take the "best" route — never trying a different, more scenic, or more adventurous one.
• You constantly ask yourself when you'll complete some particular task. When you do complete it, or if it goes on hold for reasons beyond your control, you start nagging yourself about some other task.
• You question yourself about decisions you can't undo.
• You blame yourself if a decision you made turns out badly, even if you did your best with the information you had at the time.
• You compare yourself to others, especially when the comparison is unfavorable to you. You give too little weight — or don't even acknowledge — aspects of those comparisons that are favorable to you.
• You don't trust yourself with difficult decisions. You give more weight to the advice of others, even when they couldn't possibly know any more than you do.
• You keep a close eye on all your spending, requiring that every penny be accounted for and every expenditure be justified.

If any of these rang bells, and you want some training for your inner micromanager, remember that there's no best way to do it. Any way that works is a good way. On your next day off, you can start by sleeping late.  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 "When Your Boss Is a Micromanager," Point Lookout for December 5, 2001; "There Are No Micromanagers," Point Lookout for January 7, 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.

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More articles on Emotions at Work:

Coping with Problems

How we cope with problems is a choice. When we choose our coping style, we help determine our ability to address the problems we face. Of eight styles we can identify, only one is universally constructive, and we rarely use it.

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Ever have the feeling of "Uh-oh, I've made this mistake before"? Some of these oft-repeated mistakes happen not because of obstinacy, or stupidity, or foolishness, but because the learning required to avoid them is just plain difficult. Here are some examples of hard lessons.

The Injured Teammate: Part I

You're a team lead, and one of the team members is very ill or has been severely injured. How do you handle it? How do you break the news? What does the team need? What do you need?

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Sometimes management practices have unintended consequences. To reduce costs, we keep staff ranks thin, but that leads to split assignments for those with rare skills. Here's one way split assignments can lead to higher costs.

See also Emotions at Work for more related articles.

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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. Lessons abound. Among the more important lessons are those that demonstrate the power of the agile approach to project management and product development. Read more about this program. Here's an upcoming date for this program:

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