How can you manage a micromanager? Not easily. But there are some principles of upward influence that can help you at least work out whether the situation holds any long-term hope.
Managing the micromanager
It usually doesn't take too long to identify someone's leadership style. We quickly observe and interpret cues from words and actions about how someone will typically seek to get things done. From the "big picture delegater" to the "coaching partner", we pretty quickly work out what to expect.
And while each different leadership style has its own strengths and limitations, there's one style that seems to come with a particular set of frustrations: the micromanager.
Micromanagers come in a range of specialties from the control freak to the interferer, from the perfectionist to the martyr. Along with the chronically insecure and the terrifying over-achiever.
Fundamentally, micromanagers just can't let go. Sometimes it's because they don't trust anyone else, sometimes it's because they just love doing things themselves too much. Sometimes they just seem "wired" to operate in a semi-frenzy, working long hours and under self-imposed stress to convey an impression of indispensability. Sometimes they haven't learned to "super-vise" (i.e., take the over-view) and so continue to operate as "super-techs". Sometimes they might be terrified of the consequences from their own manager if they don't have a finger in every pie that's being made.
Whatever the reason for the behaviour, micromanagers cause themselves and those who work for them a lot of distress. Usually unintentionally.
Micromanaging tends to limit the group to a manager's own level of expertise, productivity and attention. And even if they have the highest standards and output, their over-involvement is most likely to limit the development of others by creating a sense of dependency and preventing ownership of tasks. Often without intending any harm at all they can generate mistrust, fear, cynicism or apathy.
So, how can you manage a micromanager? Not easily. But there are some principles of upward influence that can help you at least work out whether the situation holds any long term hope.
* Ask for feedback about your overall performance to identify any general concerns.
* Ask if there's something specific about the way you are currently doing a particular task that isn't up to standard or is causing the manager concern.
It's important to listen carefully for their responses. Naturally, your assumption is that all's okay, but they may have reasons for concern - reasons that are driving their close involvement with the task you are responsible for.
Part of building trust is to listen and show respect for others' points of view, so it's important to "seek first to understand".
* If no issues are identified, then give an example of how the manager's behaviour is either communicating the message that you're under-performing or is interfering with you doing the job you're paid to do. Explain that you need to be able to do your job efficiently, autonomously and with a sense of ownership and responsibility.
It's important to focus on the behaviour they are displaying. Avoid the temptation to make value judgements (or provide free personality assessments!).
Now, in an ideal world, at this point they'll say, "Oh, I'm sorry! Thanks for pointing that out. I guess I have been over involved. Will you please let me know next time I do that because I really need to change."
Okay, so back in the world that's closer to the real than the ideal ... you may well get a slightly offended or at least defensive response justifying the behaviour. This can be a critical moment.
If you get drawn into conflict then it becomes a frustrating power struggle. If you simply surrender or withdraw then you've reinforced their approach (and marked yourself as a "problem" - probably to be micromanaged!). But if you - again - listen carefully and explain your own perspective you will be inviting (and modelling) an adult to adult discussion. You might also ask for clarification about how they see things going the next time the particular situation arises, appropriately asserting your concern and holding them to account for their own approach.
Often it's a case of the micromanager simply being more accustomed to or comfortable with something being done a particular way (i.e., their way). So it can also be helpful to explore what the end result, standard or expected outcome of a task is. Then you can ask whether doing it your way is going to have any material effect on the required results.
It's rarely easy to have such a conversation, but by surfacing the issue in a confident and professional manner you'll be showing respect for yourself and the work you do. And you may just be helping someone take a positive step away from micromanagement.
Situational Leadership® offers a useful "shorthand" language about leadership style and performance readiness that can help make such conversations a bit easier. When both parties understand different leadership style behaviours - and their strengths and limitations - as well as the different performance readiness indicators, it's easier to give and seek more or less leader involvement and to justify the level of involvement.
Being able to assess performance readiness can free a micromanaging leader from the demands of having to closely supervise everything and everyone, as well as freeing team members from the burden of unnecessary interference and the frustration of not feeling trusted to carry out their responsibilities.
Aubrey Warren
Situational Leadership® Australia
You are welcome to share this newsletter with friends or colleagues.
Reprinting
You are welcome to reprint these articles as long as the following statement is printed at the conclusion of each reprinted article. (Hyperlinks and telephone number below must be included in the statement.)
© Pacific Training & Development, 2009. Used with permission. For more information about leadership and team development, communication training or accredited coaching visit www.pacific.qld.edu.au or call 1300 736 646.
Situational Leadership® is a registered trademark of the Center for Leadership Studies, 230 West Third Ave., Escondido, CA 92025. www.situational.com All rights reserved.
|
