Hate being micro-managed? Look in the mirror first...

Some practical (and challenging) advice for managing micro-managing

Micro-managing.

Ooof.

If ever there was a management phrase to spark fear, anxiety and even anger in the workplace, it’s this one isn’t it?

When we discussed this topic in my group coaching programme this week, it sparked a lot of healthy discussion and heated feelings! In fact, many of the group (brilliant senior professionals in all walks of corporate life) shared that they had left a job in the past because they had a micro-manager, and frankly, had had enough.

As the saying goes:

“You don’t leave a job, you leave a manager.”

The single most important relationship you can have at work is with your manager, so it’s no surprise we spend so much of our working lives trying to understand and navigate these relationships. As someone being managed. And as someone who manages others.

And here’s the thing. (You might not like the thing…)

You may have micro-managing characteristics yourself. Even if you don’t think you do.

Even if you hate and abhor micro-managing, you may (unwittingly) be doing it yourself to some extent.

After all, when we’ve had a micro-manager ourselves, that becomes the norm that we get used to. It can then become a vicious cycle and we repeat what we see and experience.

But fret not. You can set yourself (and the people you lead) free from the tyranny of micro-managing. Take it from a reformed micro-manager (I was one of the worst, and I learnt from one of the worst…).

Below are the classic signs to look out for (some may be a surprise!), the consequences of being a micro-manager and what you should do instead!

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