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.
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.
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. More info
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More articles on Emotions at Work:
- The Slippery Slope That Isn't
- "If we promote you, we'll have to promote all of them, too." This "slippery-slope"
tactic for winning debates works by exploiting our fears. Another in a series about rhetorical tricks
that push our buttons.
- The Triangulation Zone
- When somebody complains to you about someone else's performance, you're entering into another dimension
— a dimension of three minds. That's the signpost up ahead — your next stop, the Triangulation
- Blind Agendas
- Effective meetings have agendas. But even if a meeting has an agenda, the hidden agendas of participants
can cause trouble. Another source of trouble, less frequently recognized, is the blind agenda.
- Some Subtleties of ad hominem Attacks
- Groups sometimes make mistakes based on faulty reasoning used in their debates. One source of faulty
reasoning is the ad hominem attack. Here are some insights that help groups recognize and avoid this
class of errors.
- Why Scope Expands: I
- Scope creep is depressingly familiar. Its anti-partner, spontaneous and stealthy scope contraction,
has no accepted name, and is rarely seen. Why?
See also Emotions at Work for more related articles.
Forthcoming issues of Point Lookout
- Coming December 20: Conceptual Mondegreens
- When we disagree about abstractions, such as a problem solution, or a competitor's strategy, the cause can often be misunderstanding the abstraction. That misunderstanding can be a conceptual mondegreen. Available here and by RSS on December 20.
- And on December 27: On Assigning Responsibility for Creating Trouble
- When we assign responsibility for troubles that bedevil us, we often make mistakes. We can be misled by language, stereotypes, and the assumptions we make about others. Available here and by RSS on December 27.
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- Person-to-Person Communications: Models and Applications
- When we talk, listen, send or read emails,
read or write memos, or when we leave or listen to voice mail messages, we're communicating person-to-person.
And whenever we communicate person-to-person, we risk being misunderstood, offending others, feeling
hurt, and being confused. There are so many ways for things to go wrong that we could never learn how
to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes
their occurrence. In this very interactive program we'll explain — and show you how to use —
a model of inter-personal communications that can help you stay out of the ditch. We'll place particular
emphasis on a very tricky situation — expressing your personal power. In those moments of intense
involvement, when we're most likely to slip, you'll have a new tool to use to keep things constructive.
Read more about this program. Here's a date for this
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows
Road, Jacksonville, Florida, 32256, USA: January 15, 2018,
Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows Road, Jacksonville, Florida, 32256, USA: January 15, 2018, Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- 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 a date for this program:
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.