It can be so frustrating to work alongside of a boss or colleague who always seems to be looking over our shoulder. Then when we complete our piece of a project they tear it apart and add their words and changes. Sometimes the edits are so hefty that we don’t even recognize our original document. These individuals live by the mantra: My way or no way. They can’t possibly accept our version of a solution and as a result often turn us off to working with them.
When a team leader or team member is a micromanager, results are frequently delayed. The back and forth of redoing until the end product reflects exactly what the micromanager wants, can deplete morale and flow. A collaborative effort should include our work and not just reflect what the micromanager deems essential.
Here are five leadership maneuvers to deal with a micromanager:
1. Trust Your Work
To face a micromanager leaders must first have belief in their own competence and value. When working on a project we must make sure the document is clear, accurate, data-driven and well written. Whatever we share it is a reflection on our skills and knowledge. Proofread several times before handing anything in. Be ready to explain your backup and decisions. Show pride in your contribution.
To deal effectively with a micromanager leaders must trust their own work first. Click To Tweet2. Assert Your Perspectives
When we are collaborating with someone who only sees worth in their work it can be difficult for leaders to stay clear on our focus. But unless we are able to present our case for completing the project in a particular way we will not be heard. To assert their perspectives leaders must:
- Organize their work in an easy to read format.
- Share their findings with clarity and backup.
- Use a tone that is convincing and purposeful.
- Speak with respect and warmth.
3. Listen To Learn
Leaders want the micromanager to listen to them so they must too model strategic listening. Our teams and individuals we collaborate with need to see that we are staying open to hearing what they have to say too. This is not about being bullied into changing up all of our work; it is learning about new possibilities that we may not have considered. Even if we are dealing with someone who loves to micromanage they may also have important information to share.
4. Make Adjustments That Add Value
A team collaboration is not only one leader’s input but draws on the work of many. That doesn’t mean an entire project has to be redone but rather making adjustments to elevate the end result. For leaders to decide whether the additional information being offered by the micromanager is valuable they can ask themselves:
- How does this improve the project outcome?
- Is this data accurate or more about an opinion?
- How can I use my own words to share this concept?
- Would this take away from my direction and focus?
5. Promise Never To Be A Micromanager
Leaders recognize a micromanager and usually try to avoid working with one. So make a commitment not to become a micromanager. Be a leader who is open to colleagues bringing their perspectives and ideas to a project. Help everyone around you feel empowered to be their best by giving credence to alternative choices and suggestions. It doesn’t only have to be your way.
How have you dealt with a micromanager? What has worked for you?
If you would like some strategies in working with a micromanager please let me know.
I love the tips you give on how to handle a micromanager. I really think it boils down to confidence—micromanagers lack confidence in anyone other than themselves. And they are probably very competent, but for everyone’s sake they need to stay in their own silo. If a person is micromanaged by their leader, again confidence is critical. If we know we’re doing a good job, let the nitpickers knock themselves out. In the end, you know you’ve produced a good product and all the micromanager has done is delay the project.
Like most people, I’ve worked with micromanagers… I’ve also been one. Early in my career, I worked for people who were a big fan of the red pen. They’d take hard copies of my work and mark it up – in detail. As a result, when I first became a supervisor, what do you think I did? Luckily, not too long after that, I worked for people who showed me another way.
I think my favorite suggestion you have here is Trust Your Work. When you present what you know and researched and propose with confidence and competence, people stop seeing you like someone to bend to their will but someone who’s capable of leading the way forward too.
Alli
I am happy to hear that there were other role models you worked for that showed you a different way to lead than being a “red pen” manager. That’s the interesting part of micromanaging. We often learn these overbearing habits in the beginning of our careers from our earliest managers. Leaders need to recognize that a micromanager isn’t able to build trusting relationships with their teams and often creates disengaged team members. Yes we need to trust our work and believe we have the right stuff and follow our own suggestions. Then we can be open to other perspectives and feedback.
Thanks Alli!
Excellent article Terri! Everything that you wrote definitely resonated with me, but your ‘tweet’ was what I thought was the best tip! “To stay focused with a micromanager leaders share their findings with clarity and backup”. When you share your findings with clarity, that means you know your stuff and are confident. Also, I agree it’s always so important to have done your research and have things in writing. Thank you for your ongoing leadership. I learn from you continuously!
Thanks Cynthia for your kind words! When we lead with clarity and have done our due diligence we can share our ideas and opinions in a confident way. Then our presentations to a micromanager take on a new meaning of fortitude and conviction. Leaders can face a micromanager head on if they trust their own beliefs and share their thoughts in a respectful way.
So good to see you here!