People illustrations by Storyset
Why do people micromanage? Is it because of a need for control over others? Or a need for things to be done just right? Do those who do this have an insecurity or a fear that they will fail? Maybe they do not trust their subordinates or colleagues to do the work? Or they may need to be recognized as experts in their line of work.
Have you ever been micromanaged? How did that make you feel?
The natural response to micromanagement is to either call the person aside to tell them that you don’t like their behavior or to become the person who micromanages or one day lash out irrationally when no one expects it.
Listening to the song by Linkin Park, "Numb," in recent times, the lyrics sort of resonate with this theme.
I'm tired of being what you want me to be
Feeling so faithless, lost under the surface
Don't know what you're expecting of me
Put under the pressure of walking in your shoes
(Caught in the undertow, just caught in the undertow)
Every step that I take is another mistake to you
The song seems to be the third response to micromanagement. I could be wrong about the reason behind the lyrics, but it points so much to that sort of condition. Note that this is just my interpretation of the lyrics and not exactly what the lyrics actually were said to be.
In this post, we will be looking at the need for control that is exhibited by those who partake in micromanaging.
The Need For Control
People illustrations by Storyset
When someone is a micromanager, they often feel the need to control every detail and decision-making process, fearing that things will go wrong if they give up that control. There are many reasons why they do not want to relinquish this control.
The first reason is the fear of failure for themselves and their team. Their thoughts are that if they do not oversee every aspect of the project, it may not reach the expectations they have set for themselves.
This fear leads them to make demands at every point during every part of the process.
Insecurity can also manifest as a fear of failure. They also want to be involved in every aspect because that is the only way they can be sure everything is being done right.
Micromanagement also comes from the fact that the manager does not trust their subordinate. They do not trust the ability of their subordinate to make decisions independently. It is also possible that this lack of trust might come from their negative experiences with those they manage.
Many of those who are micromanagers have had a long period of perfection and have received all the praise for it. They tend to hold themselves to very high standards and expect the same from others who are their subordinates. Their belief is that if they manage every aspect of the process, they will prevent errors.
Those who micromanage may also want recognition or validation. If they oversee and make sure every aspect of the work goes well, then they will be given all the glory for the job when it is done well.
Another reason they may be very involved in micromanaging is that they do not know how to delegate work to others. Those who find themselves pointing out many errors may be assigning tasks to people who are not fit for the job (not on purpose) because they do not know how to assign people to tasks.
Dealing with Micromanagers
People illustrations by Storyset
One of the most important aspects of dealing with micromanagement is to know why it is being done. Understanding the reason why a person is engaging in this type of behavior is very helpful. Do they do what they do because of a fear of failure, a need to control, or perfectionism? Knowing why they do what they do can help you empathize with them and find better ways to deal with the problem.
Having an open conversation about the events as they play out and how they are affecting your productivity, autonomy, and job satisfaction is crucial. Give examples to make your point clear and provide suggestions for alternative ways to handle the situation. This way, you will perform better, and they will trust you more.
Make efforts to build trust with the person who engages in micromanaging. Keep them informed of the progress you are making and provide them with regular updates on important tasks. Demonstrate competence and reliability. By delivering quality work and meeting deadlines, you can help alleviate their concerns and gain their confidence.
Arrange meetings with them for clarification on expectations and desired outcomes. Seek specific guidelines and benchmarks to ensure you understand their requirements. Request feedback on the effectiveness of your work, showing them that you are open to learning and improving.
If you seek their input, you can help satisfy their need for involvement while also demonstrating your willingness to grow.
Keep the micromanager informed about your progress or tasks. Give them updates and share your milestones to give them a sense of control and involvement without requiring constant intervention. By demonstrating your competence and progress, you can help alleviate their need for micromanagement.
Offer different approaches for making a process work or improving efficiency. Respectfully share your thoughts and ideas on how things might work. Present them as suggestions rather than criticism. They would be more likely to implement them if they see them as opportunities to increase productivity rather than criticism.
Build a record of success by delivering good quality work, meeting deadlines, and achieving positive outcomes. When you establish this track record, you can earn the micromanager's trust and confidence. Over time, they will grant you more autonomy and reduce their need for micromanagement.
Seek support from others, especially those who have worked under the same micromanager, particularly if the situation becomes overwhelming. Discuss how the micromanager's behavior bothers you and attentively listen to their advice.
Are you struggling with micromanagement or do you have a micromanager?
You can send me a message on WhatsApp at +2348134530293, and we can have a conversation, or you can speak with a licensed therapist.
Conclusion
Micromanagement can stem from various underlying factors such as a need for control, fear of failure, insecurity, lack of trust, perfectionism, and a desire for recognition. Understanding these motivations is essential when dealing with micromanagers, as it enables us to empathize and find effective strategies to navigate the situation.
Open and honest communication plays a vital role in addressing micromanagement. Initiating conversations about the impact of their behavior, providing clear examples, and offering alternative approaches can foster understanding and create room for improvement. Building trust through demonstrating competence, reliability, and delivering quality work within deadlines can gradually reduce the micromanager's need for excessive control.
Seeking their input and involving them in decision-making processes can satisfy their need for involvement while showcasing your willingness to grow and learn. Additionally, offering different approaches and suggestions for process improvement can be presented respectfully as opportunities to increase productivity rather than criticism.
Ultimately, building a track record of success, earning their trust and confidence, and gradually gaining more autonomy are key milestones in dealing with micromanagers. Seeking support from others who have faced similar challenges can also provide valuable insights and advice.
Whether you find yourself struggling with micromanagement or dealing with a micromanager, understanding the underlying reasons and implementing effective coping strategies can help create a healthier work dynamic and promote personal and professional growth.
Remember, change may not happen overnight, but through patience, open communication, and a proactive approach, you can navigate the challenges of micromanagement and foster a more productive and positive work environment.