Micromanagers come in varying degrees of awfulness.
On the relatively benign end of the scale are people who have done for themselves for so long that they don’t realize that they’re overdoing the supervision thing. Managers promoted from the ranks are often on this end of the continuum.
Other micromanagers are Type A individuals who have difficulty putting their success in the hands of others. Many entrepreneurs fall into this category.
On the wicked end of the scale are those who have serious self-esteem or control issues, or are terrified that they’re in over their head. Unfortunately, micromanagers in this group rarely recognize themselves as such, and they are usually the ones who are the most troublesome.
While micromanagers can be of any flavor — a boss, a client or a loved one — this article focuses on how to deal with a supervisor. These techniques can easily be used on others, too.
Dealing with micromanagers
How to deal with micromanagers has two pieces. First, you have to recognize that you will never change them — or anyone else, for that matter. Change is a personal choice and must come from within. But you can change how you deal with him, regardless of the type. And the second part is communication.
The Critic
This type of micromanager may criticize your work, or the way you’re doing it. In an even, non-blaming tone, ask: “Is there something wrong with the way I’m doing this?”
Ask for details. Who knows? Maybe rigid adherence to a specific work process is required to get the right results. Or perhaps there are legal or other regulatory concerns you are not aware of. Ask!
If, after you’ve received the response, you still can’t see objectively (keep your feelings out of it) the need for “my way or the highway,” ask: “How about if I try it this way, see how that works? If it doesn’t, I can always switch back.”
The Nosy Parker
If your micromanager is always interrupting, looking over your shoulder, asking for progress updates every 10 minutes, offer to set up a reporting schedule. Find his comfort level. Say: “This project is fairly lengthy/complex. How about we set up a regular time/date and I’ll give you an update then? This will save you time and allow me to keep my focus to do the best possible job.” Ask him to agree to leave you alone between reports. Pledge to go to him with any question or problem that crops up in the interim…and then do it.
The Insecure
Ask your supervisor if she believes you can do the job you’ve been assigned. If she says yes, then ask her if she has other concerns that keep bringing her to your work station. Remember, watch your tone of voice and your body language. You don’t want to come across as snarky, abrupt, arrogant or anything else except sincerely interested in the response.
If she doesn’t have confidence in your ability, find out why, specifically. Maybe you need additional training, more resources or more time. If this is the case, ask for what you need.
Your fallback position
If these tactics don’t work, a broader conversation may be in order.
- Pick a time when you’re not stressed out about your boss’ management style, and ask for a chat. Business conversations should take place inside the work environment, but you may want to go out for a cup of coffee in a public place in this situation.
- Bring a written outline of the points you want to cover, so as to not get sidetracked.
- Describe what he does when he’s micromanaging. Get specific. Don’t forget — this is about his behavior, not your emotional reaction to it.
- Tell him how his style is affecting you, your productivity, your attitude and so on. Be careful not to drag anyone else into the situation, as in, “Everyone in the department is complaining about you.” This is about you and your boss, not about others. If they also have concerns, urge them to have a similar conversation. There is safety in numbers! And who knows? With enough people having a frank and open conversations with him, he’ll understand the need for change. Stay away from accusatory, blaming language. Focus on the situation, not the person.
You may want to do some role-playing with a coach ahead of time. That way you can have as many “do overs” as you need, in a supportive environment, before the actual conversation takes place.
Finally, remember, don’t take it personally. Micromanagers often are motivated by emotional components that you had no part in shaping…and can do nothing to resolve.
Have you had to deal with micromanagers? What’s your best advice on handling these individuals? Please share in the comments below.