Micromanagers Hurt Production

One of the big complaints employees have about their bosses is that they micromanage them. I myself worked for a micromanager in my former life as a police officer. Micromanaging is very counter productive to employee morale as well as to production.

According to the Merriam-Webster Dictionary, to micromanage is defined as; "To manage especially with excessive control or attention to details." My former boss had a well known reputation for being a micromanager. My personal experience with this type of "boss" left me uneager to go to work some days. It's no fun for employees to show up at their jobs feeling stressed before the work day even begins. Here are some facts about micromanagers:

Micromanagers are often described by their subordinates as control freaks, paranoid, incompetent, ineffective and non-trusting.

Micromanagers rarely recognize themselves as such. They tend to hover and constantly check up on their employees and the employees work quality and quantity. Often they tell the subordinates exactly how to do their work and are not open to the possibilities of doing things a different way other than their own.

Micromanagers deplete morale. When a supervisor is regularly checking up on the employees and the job they are doing, it leads to tension in the office. My former boss left many of us in the unit feeling frustrated and uncomfortable at work. The boss didn't know or didn't care that we were unhappy about the way he treated us. Adults who are constantly told what to do and how to do it, feel like they are being treated as children.

Micromanagers do not know their role. They do not know how to let their employees be productive and responsible. Micromanagers can cause their subordinates to feel as though they believe them to be incompetent to do their jobs properly. This occurs when the micromanager constantly monitors their subordinates work.

Micromanagers usually see themselves as good leaders who are trying to be helpful to their employees. Others tend to see them as using interfering and ineffective leadership.

Micromanagers step in without giving their subordinates a chance to come to them first. If they trusted their employees, that trust would likely be given back to them. It is important that employees know that they can come to the boss with questions or concerns.

Micromanagers need to remember that most employees want to succeed at their job. It is nice to be given the chance to impress the boss, but micromanagers do not back away enough to let it happen.

If you have ever worked for a micromanager, you understand how frustrating it can be. If you have recognized yourself as a possible micromanager, that is the first step towards correcting the behavior. Microsoft.com has a very good article that explains 8 ways micromanagers can change their tactics and get better results from employees. You can read that article by clicking here. Micromanagers can be helped and in return help their subordinates. It only takes a willingness to learn to lead in a different and more effective manner.

Source: Personal Experience and speaking with regular people who have worked or are working for micromanagers.

http://www.microsoft.com/smallbusiness/resources/management/employee-relations/8-ways-micro-managers-can-cure-themselves.aspx#waysmicromanagerscancurethemselves

http://www.merriam-webster.com/dictionary/micromanage