Thoughts on Micromanagers

Sunday March 22, 2009

Readers post some amazing reflections and stories on blog post comments and in Readers Respond documents. So, occasionally, I publish readers' comments on the blog. Today, Steve tells us about micromanaging managers – and why this hurts employees. Here is the original poll about bad bosses that sparked Steve's comment. Steve says:

"I have had my selection of both good and bad direct report bosses. The number one bad boss characteristic I’ve experienced has to be micromanagement.

"Micromanagement says to an employee: I don't trust that you are doing a good job, you will never do a good job and only I know what needs to be done.

"In reality, micromanagers:

Rarely know what the requirements are,
Do not accept solutions from others,
Refuse to consider their direct reports as anything other than inferior, and
Never change their behavior.

"Because micromanagers trust no one but themselves, they only trust those who ‘ape’ their solutions back to them. Micromanagers need political allies because somewhere buried deep in their subconscious, their inferiority complex lurks. Micromanagers love and support suck-ups because suck-ups appear to be ‘supportive’ to micromanagers because they are simply agreeing with everything a micromanager says.

"Micromanagers thrive in organizations which self-perpetuate and support such conduct. Micromanagers are rarely alone, their bosses undoubtedly praise their ‘attention to detail.’ Micromanagers love the sound of their own voice and love to pontificate upon every little detail no matter how minute. Sing their praises and they will sing yours.

"If you try to innovate, suggest, resist or challenge any of the direction they provide to you, micromanagers will do everything they can to oppress your conduct, pull you down and keep you in your place. Micromanagers know you are under them and there is nothing they like to do more than remind you of how inadequate you are."

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