{"id":694,"date":"2018-11-29T23:52:09","date_gmt":"2018-11-29T23:52:09","guid":{"rendered":"https:\/\/danielvlopes238992071.wordpress.com\/2018\/11\/29\/you-have-a-micromanaging-boss-what-can-you-do\/"},"modified":"2025-02-27T15:39:22","modified_gmt":"2025-02-27T23:39:22","slug":"you-have-a-micromanaging-boss-what-can-you-do","status":"publish","type":"post","link":"https:\/\/canopy.is\/blog\/2018\/11\/29\/you-have-a-micromanaging-boss-what-can-you-do\/","title":{"rendered":"You have a micromanaging boss. What can you do?"},"content":{"rendered":"\n
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There are 5 reasons your boss is micromanaging you. Here\u2019s how to manage up, and around them.<\/h4>\n\n\n\n

I\u2019ve heard the phrase, \u201cI have a micromanaging boss,\u201d more times than I can remember.<\/p>\n\n\n\n

I heard it again, just last week. This person asked me, \u201cWhat do I do? Is there anything I can say to a micromanager? How do I manage up?\u201d<\/p>\n\n\n\n

Here\u2019s what I recommended to him\u2026<\/p>\n\n\n\n

First, identify the reason. (Yes, there is a reason.)<\/h3>\n\n\n\n

People do things for a reason. No one is a micromanager because they want<\/em> to be a micromanager. No one hears that word and goes \u201cOh yeah, I want to be that.\u201d In fact, for most leaders, to learn that we\u2019ve become a micromanager is a sour, disheartening realization that sloshes around in the pit of our stomach.<\/p>\n\n\n\n

So, if your boss is micromanaging you, ask yourself, \u201cWhat might be causing them to act this way?\u201d<\/p>\n\n\n\n

Typically, your boss is micromanaging you for one (or several) of 5 reasons:<\/p>\n\n\n\n

Reason #1: Worry<\/h4>\n\n\n\n

Your boss is worried about the outcome of the work and doesn\u2019t think you\u2019ll get it done.<\/p>\n\n\n\n

Reason #2: Fear<\/h4>\n\n\n\n

Your boss\u2019s butt is on the line, and they can\u2019t have you make them look bad.<\/p>\n\n\n\n

Reason #3: It\u2019s All They Know<\/h4>\n\n\n\n

Your boss has only always had a micromanaging boss (or this is their first time being a manager) \u2014 so they don\u2019t know any other way to manage.<\/p>\n\n\n\n

Reason #4: Past Experience<\/h4>\n\n\n\n

Your boss has been burned before by a prior employee who slacked off and didn\u2019t produce results \u2014 and so this is their way of compensating.<\/p>\n\n\n\n

Reason #5: You \ud83d\ude42<\/h4>\n\n\n\n

You\u2019re doing something (or not doing something) that is causing them to overstep and keep a close eye on things.<\/p>\n\n\n\n

I want to be clear: These reasons do not<\/em> excuse your boss\u2019s behavior. Rather, they illuminate that micromanagement is not random, without reason, or out of malice (usually!). When you reflect on what\u2019s driving your boss to be a micromanager, you can better calibrate how to work with them.<\/p>\n\n\n\n

Also note that people are complex, and motivations are not neatly categorizable. The reason your boss is micromanaging might not perfectly fit into one (or many) of these reasons I listed above. However, having a hunch \u2014a probable<\/em> reason for why your boss is a micromanager \u2014 gives you wind in the sails to help change their direction.<\/p>\n\n\n\n

Second, defuse the reason.<\/h3>\n\n\n\n

Once you\u2019ve considered the reason behind why your boss might be micromanaging you, now you can take action. You can ask questions and take steps that loosen whatever is causing them to grip so tightly onto you and your work.<\/p>\n\n\n\n

Based on what the reason is, here\u2019s what you can do:<\/p>\n\n\n\n

#1: If your boss is worried about the outcome of the work\u2026 Have a conversation about what success looks like.<\/h4>\n\n\n\n

Yes, this means defining what metrics or deliverables should be achieved. But equally critical are specific examples of what quality work looks like. \u201cQuality work\u201d is subjective, and as a result, what a leader is most concerned about. To get on the same page about success and quality of work, you can ask your boss: \u201cWhat\u2019s a previous project I did that measured up to the quality of work you\u2019re looking for? When have I fallen short? What do you think is the best-executed project you think the company or team has ever<\/em> done? Why?\u201d<\/p>\n\n\n\n

#2: If your boss\u2019s butt is on the line\u2026 Make it clear that you understand the stakes.<\/h4>\n\n\n\n

Your boss is likely more stressed than usual, and you don\u2019t want that stress to be off-loaded onto you. Ask, \u201cWhat can I do to relieve any pressure on your end? Is there any reporting you\u2019d like me to do that would help make things more visible or consistent? Is there a crucial stakeholder I\u2019m unaware of who I should consider? Is there a timeline I absolutely have to meet that we haven\u2019t yet discussed?\u201d Show that you\u2019re in this critical situation together, and you\u2019re willing to do your part.<\/p>\n\n\n\n

#3: If your boss doesn\u2019t know any other way to manage\u2026 Suggest alternatives.<\/h4>\n\n\n\n

This sounds intimidating, sure, but you can have this conversation in a non-threatening way. How? In your next one-on-one meeting, offer up \u201cworking styles\u201d as a potential topic. Then when you sit down to chat, say, \u201cI\u2019d love to talk about our working styles and preferences, and how we each work best. How would you describe your working style and how you work best?\u201d Then after thoroughly listening, ask, \u201cDo you mind if I share mine?\u201d You can also be straightforward and describe what changes in behavior you\u2019d like to see. For example: \u201cIdeally, here are things I\u2019d like to see different. What can I do so you feel comfortable with those changes?\u201d<\/p>\n\n\n\n

#4: If your boss is acting based on a previous experience\u2026 Draw contrast to how you and this situation is different.<\/h4>\n\n\n\n

This is probably the trickiest of situations to really defuse well. Ask your boss, \u201cWhat\u2019s the best work experience you\u2019ve had? The worst?\u201d Then share yours. This will prompt a conversation about expectations and preferences \u2014 and what\u2019s influenced those expectations and preferences. It also gives you a chance to learn how to adjust your own actions. You\u2019ll learn that oh, your boss really didn\u2019t like it when their former team member didn\u2019t communicate decisions \u2014 and now you know to make decisions extra clear.<\/p>\n\n\n\n

#5: If your behavior is causing them to micromanage you\u2026 Well, start doing things differently \ud83d\ude42<\/h4>\n\n\n\n

This may be hard to admit, but sometimes our own behavior invites someone to micromanage us. We recently conducted a survey of 355 people<\/a> and learned that the #1 piece of information that managers want to know is the progress that\u2019s being made on a project. So it could be that you might not be sharing enough of the progress you\u2019re making day-to-day or week-to-week. You can get to the bottom of this, by asking your boss: \u201cHow can I give you more visibility into my work or decision-making? What part of the job do you think I\u2019m most shaky at?\u201d<\/p>\n\n\n\n

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As they say, habits die hard. Very hard. You may not be able to kill their micromanaging tendencies completely, nor overnight.<\/p>\n\n\n\n

However, you will be able to create some<\/em> space. It might not be a lot, but it\u2019ll be more than before. Over time, as you build more rapport and history with your boss, that space will grow.<\/p>\n\n\n\n

You don\u2019t have to silently absorb the incessant Slack pings or random taps on the shoulder asking, \u201cHave you done this yet?\u201d That\u2019s not the only way to work.<\/p>\n\n\n\n

You can have a healthy, productive relationship with your boss. You can help your boss not be a micromanager. Start here.<\/p>\n\n\n\n

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