If you work under a micromanager (most do) it’s a matter of time before you leave your job.
But in order to cope and make the best of your current situation, it’s helpful to understand what makes a micromanager tick. To help lengthen your present tenure learning to manage your boss is key.
Micromanagers rarely ever change, but knowing how to deal with them provides some daily sanity.
Micromanagers have trust issues. Requesting autonomy from them as an employee is purely a nuisance. Micromanagers view freedom as a threat. Releasing power is a micromanager’s kryptonite. They want to know, communicate and oversee everything. Don’t expect praise, support or early information. Micromanagers view that as weak.
If you view micromanagers as bulldozers it’s because they are. Micromanagers see people as the vehicle to accomplish their tasks. If you’ve ever felt “talked-down to” or with a condescending tone that’s the voice of a micromanager. Remove them from formal conversations at work and their lack of social skills are evident. Position is said to be weakest form of leadership and in social situations micromanagers feel inadequate. Micromanagers overcompensate so heavily in the areas they feel competent in it’s glaring. Micromanagers will never be referred to as leaders, only as your boss.
Chances are your micromanager’s life is work. It’s their identity. They scoff at work-life balance because they see no need for it. Some will ask occasionally how you are doing, but they get uncomfortable talking about their own personal life since it’s basically non-existent. Who has time for hobbies, family, friends or fun when you’re working 80 hours a week? Usually micromanagers will hound you for staying on top of things, while they’re quite disorganized in their role. Do as I say, not as I do – that’s classic micromanager talk. It’s hard for micromanagers to show empathy because they don’t value it. Work comes first, second and third in terms of priorities.
Being under a micromanager feels like you’re walking on egg shells. Every time there’s an interaction, request or meeting you anticipate critical feedback (because it usually happens). Micromanagers have serious control issues. Don’t expect to grow or develop under their rule. Any hint of development is seen as a threat. Micromanagers are stingy with their praise because it signals a chance you might overtake their position. Micromanagers remind you frequently who’s in charge and crush your soul while they’re at it. Surround yourself with a strong support system to vent to or else you’ll go crazy.
At the core of micromanagers lie deep insecurities. Secure leaders don’t have to stomp on others to feel good about themselves. Even when something’s not your fault, they’ll still find a way to place the blame on you. One indicator of a true micromanager is the absence of apologies. They are quick to point fingers, but don’t take responsibility when they screw up. Leaders set their people up to succeed, micromanagers set their people up to fail. The unfortunate part of micromanagers is they are rarely equipped for the role. Most managers are vaulted into the position because of technical prowess or seniority. Little do they know what got you here won’t help you as a manager. Instead of trying to learn a different skill set, micromanagers choose the path of least resistance: do it my way or take the highway.
Micromanagement isn’t a disease, but a choice. And a choice you have to make is how long will you put up with it before leaving.