If 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.
- 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 the 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.
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; "Are You Micromanaging Yourself?," Point Lookout for November 24, 2004; "Reverse Micromanagement," Point Lookout for July 18, 2007; and "Lateral Micromanagement," Point Lookout for September 10, 2008.
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More articles on Workplace Politics:
- Patterns of Everyday Conversation
- Many conversations follow identifiable patterns. Recognizing those patterns, and preparing yourself
to deal with them, can keep you out of trouble and make you more effective and influential.
- Dismissive Gestures: II
- In the modern organization, since direct verbal insults are considered "over the line," we've
developed a variety of alternatives, including a class I call "dismissive gestures." They
hurt personally, and they harm the effectiveness of the organization. Here's Part II of a little catalog
of dismissive gestures.
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they often try to conceal the bad news. People who disagree with the concealment activity sometimes
decide to reveal what the organization is trying to hide. Here's Part II of our catalog of methods used
to suppress the truth.
- The Costanza Matrix
- The Seinfeld character "George Costanza" is famous for having said, "It's not a lie if
you believe it." What if you don't believe it and it's true? Some musings.
Forthcoming issues of Point Lookout
- Coming February 21: The Ultimate Attribution Error at Work
- When we attribute the behavior of members of groups to some cause, either personal or situational, we tend to make systematic errors. Those errors can be expensive and avoidable. Available here and by RSS on February 21.
- And on February 28: Narcissistic Behavior at Work: I
- Briefly, when people exhibit narcissistic behavior they're engaging in activity that systematically places their own interests and welfare ahead of the interests and welfare of anyone or anything else. It's behavior that threatens the welfare of the organization and everyone employed there. Available here and by RSS on February 28.
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- 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.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.