The vicious circle of micromanagement

Micromanagement – by novishari

The manager buries his head in his hands. He complains: “I am exhausted. I have been working my backside off all year. My team has been hopeless recently. Whenever they write an internal report or a proposal for a client I have to spend another half a day working on it to get it done properly. My boss says that I should delegate more. But I haven’t got time to babysit my subordinates, to keep explaining why something is wrong and how to change it. By the time I’ve explained it all, I might as well have done it myself.”

Have you ever had a similar experience as a manager? Has it ever occurred to you that your team’s perceived incompetence might have something to do with your management style?

“Hands-on” managers who are deeply involved in the operative execution of tasks often complain about their team’s incompetence. They feel that their subordinates’ lack of skills and knowledge makes it necessary for them to get deeply involved in all operations.

On the other hand, when we talk to these very same subordinates they tell us that they feel micromanaged. They say they are capable of taking on more responsibilities. They complain that they are suffocating from the high level of control and a lack of freedom to make their own decisions.

Three reasons why a micromanager’s team gets more and more incompetent

If you are a manager who keeps a very tight reign by maintaining a high level of control, three things are likely to happen in your team: Read More