3 Times Being Micromanaged is OK and When It’s Not

If you've ever been given a project and then found your boss breathing down your neck, scrutinizing every little detail, you understand the frustration of being micromanaged. You aren't able to make decisions on your own. He or she hovers to see how you're progressing ... the focus is on your process rather than your results.

First, let’s use an instance when micromanaging is intentional and is designed to benefit you.  To illustrate, David Goldsmith of Fast Company advises managers: “Effective micromanagement through setting structure, developing strategy and plans, creating reliable systems for others, and teaching people to be independent thinkers can actually empower others to do their jobs with little involvement from you at all.”

Situations when being micromanaged by your boss makes sense

• When your organization is trying something new: Venturing into uncharted territory means potential unforeseen obstacles. Working closely with a supervisor is less risky. Having your supervisor working closely with you means two heads to solve problems and find alternatives if you need them. 

• When you’re new or your boss is new: Your boss has no experience with your work. Even talented professionals need guidance in a new role. Setting priorities, interpreting situations, understanding existing systems and procedures, introductions, etc., all help smooth the way for your future success. If all goes well, you'll be soloing soon.

• When you’re not finishing projects or getting results: If you’re struggling on a project, having your manager work closely can help give him or her a better picture of the obstacles you’re encountering – from missing information or training, to slow-downs in other departments. 

 

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When micromanaging goes overboard and how to respond

Sometimes none of these scenarios exist, but you’re still being micromanaged. Despite the fact you’ve been a good employee with a long history of excellent work. If you’re feeling stifled and patronized, it’s time to turn things around. Gently changing the behavior of a micromanager can be difficult.

But here are some tips to help you begin.

Assess your behavior

Are there things you’re doing that might be a concern to your boss? If you’re a procrastinator and your boss has a stricter timeline, this could be affecting their trust in your work. What are you doing right and how could you improve? You might need to ask your manager for clarification. Keep track of your improvements and share these with them.

Understand your manager and their objectives

The goals of your manager direct their behavior. If you can anticipate those needs, you will better understand your role in reaching them.

Be clear on your responsibilities

Take the time to fully understand your responsibilities. Know what the goal is. What does success look like? What’s the timeline? Set a time to discuss these things and agree to your responsibilities. If there is interference, remind your boss of this prior discussion and your commitment. Ask to do the task on your own.

Communicate frequently

Anticipate information needs of your manager. If you’re new or your boss is new, send daily updates about the progress on your projects. Make note of where things are working smoothly and where you could use input. Set up weekly one-on-one time to review and get feedback. Building a positive relationship with your boss is your main objective. In time, you’ll build a trusting relationship – one where your boss trusts you to get the job done and you trust your boss not to micromanage you too much.

It all comes down to this: being micromanaged often stifles you and your enthusiasm for work. To combat this, find the underlying reason for the situation. Afterwards, if you don’t see justification for the close supervision, it might be time to act. Start with clear communication and a commitment to the goals and timeline of your boss.