By now, we've all heard of micromanagers, and some have experienced micromanagement firsthand. Some of us have even micromanaged others. But there's a breed of micromanagers whose behavior is so outlandish that they need a category of their own.
f you think you might be working for a micromanager, but you aren't sure, count yourself lucky, because when your boss is a micromanager, there's absolutely no doubt. Um, wait, there is some doubt — your boss might be a nanomanager. Nanomanagers are about a thousand times worse. They do most of what micromanagers do, but they do it more often, and way better. Here's a little catalog of what it takes to be a nanomanager.
William Bligh, Captain of HMS Bounty, which experienced a mutiny on April 28, 1789. Illustration from A Voyage to the South Sea, his book on the subject. Courtesy Project Gutenberg, the oldest producer of free ebooks on the Internet.
Has open door policy, but the door in question is yours.
For any task, specifies precisely how and by-when.
When you can't do the how or you miss the by-when for a task, determines the how and the by-when of determining the new how and the new by-when.
Does the things you're supposed to do, but still insists that you do them too.
Is too busy doing your job to pay any attention to own job.
Can't tolerate incompetent subordinates.
Can't tolerate competent subordinates.
Demands the impossible.
Is clueless about difference between what's possible and what's not.
Doesn't understand — and therefore rejects — all explanations of why the impossible is impossible.
Blames subordinates for all failures.
Claims responsibility for all successes.
Sees no need to recognize contributions of subordinates, since there aren't any.
Makes Captain Queeg and Captain Bligh look like management geniuses.
Has fingers in everything, but has no idea where anything stands.
Demands next status report before previous status report is completed.
Claims all assignments are clear and unambiguous.
Won't supply clear answers to questions about ambiguous assignments.
Corrects the way you ask clarifying questions about ambiguous assignments.
Has said, "I don't like surprises," but gets obvious thrills from surprising subordinates.
Nanomanagers are like micromanagers, but about 1000 times worseIs isolated from peers, with possible exception of other nanomanagers.
Changes directions frequently, but doesn't necessarily inform subordinates.
When contradicted by Reality, or by own boss, claims never to have said or believed what was contradicted.
Can't always resist the urge to tell subordinates how to use the phone system.
Doesn't actually know how to use the phone system.
Sits in on meetings chaired by subordinates, saying, "Pretend I'm not here," then hijacks meeting.
Insists on signing off on all decisions of subordinates, and regularly rejects some.
Countermands decisions of subordinates, then makes same decisions a few days later.
Can't always coherently explain what was wrong with rejected decisions.
Never takes vacation.
Does get sick from time to time, but comes to work anyway, saying, "I'm needed."
Takes sick days only for major surgery, and then only while still anesthetized.
Periodically tries to build rapport with subordinates, by stopping by for friendly, relaxed chats, but only when hard deadline is imminent.
Strenuously denies micromanaging anyone, ever.
There's more, but do I have to spell it out for you? (Just kidding.) TopNext Issue
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 101 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. Order Now!
You just made a great suggestion at a meeting, and ended up with responsibility for implementing it. Not at all what you had in mind, but it's a trap you've fallen into before. How can you share your ideas without risk of getting even more work to do?
Managers and supervisors who take credit for the work of subordinates or others who feel powerless are using a tactic I call Credit Appropriation. It's the mark of the unsophisticated political operator.
The Three-Legged Race is a tactic that some managers use to avoid giving one person new authority. Some of the more cynical among us use it to sabotage projects or even careers. How can you survive a three-legged race?
When we offer a contribution to a discussion, and everyone ignores it and moves on, we sometimes feel that our contribution has "plopped." We feel devalued. Rarely is this interpretation correct. What is going on?
Organizations often pretend that feuds between leaders do not exist. But when the two most powerful people in your organization go head-to-head, everyone in the organization suffers. How can you survive a feud between people above you in the org chart?
I offer email and telephone coaching at both corporate and individual rates.
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f you think you might be working for a micromanager, but you aren't sure, count yourself lucky, because when your boss is a micromanager, there's absolutely no doubt. Um, wait, there is some doubt — your boss might be a nanomanager. Nanomanagers are about a thousand times worse. They do most of what micromanagers do, but they do it more often, and way better. Here's a little catalog of what it takes to be a nanomanager.
Top 
Next IssueIs 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 101 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. Order Now!
The "What-a-Great-Idea!" Trap
Devious Political Tactics: Credit Appropriation
Devious Political Tactics: The Three-Legged Race
Plopping
When Leaders Fight
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Ever wonder if there isn't a better way to travel? Travel is essential, but the hassles of travel aren't. Read 202 Tips for Business Travel to learn how to convert business travel from a time-wasting hassle to a breeze. Revised and updated for 2008 with 101 new tips! Check it out!
Projects never go quite as planned. We expect that, but we don't expect disaster. How can we get better at spotting disaster when there's still time to prevent it? How to Spot a Troubled Project Before the Trouble Starts is filled with tips for executives, senior managers, managers of project managers, and sponsors of projects in project-oriented organizations. Check it out!
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Are you doing work you love? Are you less in love with the job? Bad boss, long commute, troubling ethical questions, hateful colleague? Read Go For It! Sometimes It's Easier If You Run to learn what we can do when we love the work but not the job. It helps you get moving again!
The key to managing virtual or global teams is creating a sense of team despite the obstacles of separation. Read my tips booklet, 303 Tips for Virtual and Global Teams, to learn how to make your virtual global team sing. Newly revised and updated for 2008 with 101 new tips! Check it out!
Are you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt? Read 101 Tips for Managing Change to learn how to plan and execute your change efforts to inspire real, passionate support. Check it out!
A Tip a Day arrives by email each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
Do you ever wonder if all these meetings are really necessary? (They aren't) Or whether there isn't some better way to get this work done? (There is) Read 101 Tips for Effective Meetings to learn how to make meetings more productive — and more rare. Check it out!
