Why Micro-Managing Doesn't Work

Some bosses and managers run their businesses as though if they weren't there in front of their employees at all times, no work would get done. This often means employees are constantly being criticized and critiqued, and this creates a highly stressful and unhappy work environment. No one wants to go into work only to be stressed while there and upon leaving.

So why do managers feel the need to micro-manage? According to the CBS Business Network's Kimberly Weisul (2011), current research shows that not only is micro-managing "frustrating and bad for morale - it also hurts productivity." In fact, this same research study found that workers complete the same amount of work when managers aren't there in their faces all the time. Not only that, but when managers choose to micro-manage, employees are less likely to learn more about their profession and dealing with others because they are less likely to experiment with new and possibly more efficient methods; and as such productivity suffers (Weisul, 2011).

Sure, business owners are dealing with these tough economic times, just as everyone else is. But why does that mean micro-managing is the answer? Micro-managing isn't going to bring more people in, and the research above shows that it isn't going to make business go any smoother either. Most of America's workforce wants to work hard, feel good about their work and feel stress free when not at work. However, a micro-manager does not allow an employee to have any of these basic assets for gainful, healthy employment. Research has shown that good work is better than no work at all, and that places of employment with high stress and difficult bosses (with difficult bosses also being on the list of top stresses) breed depression in the workplace (Rettner, 2011). This also isn't going to make employees work any better, faster or harder than they were before. Not to mention, it isn't going to keep employees around. Fast turn-over of employees isn't a good thing for any business. Businesses need long-term employees to establish rapport with clients and guests and improve their overall business quality. Having to constantly teach new employees means you're not improving and growing, you're taking a step back and possibly later regaining footing.

Heeth (2011) backs this up stating that micro-managing inhibits the individuals that would normally have expanded and grown the business. However, when an individual is micro-managing, employees feel stifled and tend to stay in the same place instead of move forward. Additionally, constant criticism or instruction can discourage employees. Criticism can be positive in learning, but constant criticism makes us feel incompetent and uncomfortable. This doesn't enhance one's quality of work, it makes them timid. This can be especially harmful in sales and guest service industries where outgoing, amiable employees are key to a business' success. After all, if a business owner wants to grow their business and succeed, they're going to have to trust their employees. It may not be simple to do at first, especially if a lot of personal money is in the business, but it just has to be done.

What then can an employee do when they're being micro-managed? Sometimes leaving isn't actually an option, whether for monetary reasons or other personal career reasons. Furthermore, it's hard to accept that you have to outright leave a job just because of your boss' management style. Davis (2002) notes that assertive and effective communication may be your best effort at saving your job and your mind. When a manager is micro-managing, pull them aside and ask them why they are doing it and why they feel that they need to (Davis, 2002). Sometimes this can solve the issue right away, and when it doesn't, you might have to go to human resources to help you out. Either way, it's best to communicate what's wrong with your work situation before simply jumping out. It might also give you the opportunity to grow and learn in your career, instead of having to start over.

References:

Davis, J. (2002). Tips for Coping with a Micromanager. TechRepublic.

Rettner, R. (2011). Bad Job or No Job? Guess Which Hurts More. MSNBC.

Heeth, D. (2011). Why Micromanaging The Sales Force Doesn't Work. Contracting Profits.

Weisul, K. (2011). Another Reason to Hate Micromanagers. CBS Interactive Business Network.