What to Do if You’re Being Micromanaged: 4 Tips
“I, then, a prisoner for the Lord, urge you to live in a manner worthy of the call you have received, with all humility and gentleness, with patience, bearing with one another through love” (Ephesians 4:1-2).
Early in my career, I had a micromanaging manager. This manager’s constant requests for updates and frequent directives on how I should complete each task (from how to write emails to what font size I should use for reports to senior leadership) were exhausting and demotivating.
I had prided myself in being a conscientious worker, so I took the constant check-ins personally and began to doubt my own capabilities. Unsure of what to do, I began to question my fit in the organization and began looking for employment elsewhere. Although I ended up staying at the company for many years, it was a stressful experience as I struggled to navigate that working relationship.
If I could speak to younger me, I would have shared the following four pieces of advice:
1. Understand why some managers micromanage.
According to a Harvard Business Review article, “Why People Micromanage,” some managers micromanage due to worry about being disconnected. As managers are promoted, they may feel out of touch with what is happening at lower hierarchical levels, so they begin to deal with the anxiety the best way they can—by requesting information through frequent emails, reports, and meetings. This fear may be due to pressure from senior leaders and their own feelings about their abilities.
Additionally, some recently promoted managers may “stay in familiar operational territory.” Managers are often promoted due to their technical skill and abilities. Once they are in a higher position, they may struggle to let go of the tasks they used to do and their ways of doing it.
Alternatively, other managers may micromanage due to lack of trust in their employees or lack of training on how to manage effectively. As Gallup’s article on “The Ultimate Guide to Micromanagers: Signs, Causes, Solutions” states (emphases mine):
Micromanaging occurs when there is no relationship of trust and support between a manager and an employee. Managers don't trust employees because, frankly, they don’t know them. And vice versa …
Gallup analysis has shown that most managers do not have natural giftedness in managing people. That could be a primary cause of the AWOL manager. They simply haven’t been trained in best people management practices. They are trying to “play manager” by withholding information, making snap decisions, pointing out errors and clumsily taking control during stressful times -- only to create more problems than they solved.
Having this understanding would have helped me not to take the frequent requests for information so personally.
2. Be honest about your own weaknesses and areas of improvement.
In determining whether your manager is, in fact, micromanaging you, it is important to observe them with others on your team (if there are others). Take time to assess whether they provide the same level of scrutiny and involvement to your other team members or only to you. If it is only to you, it is important to be honest with yourself and do a mini-examen:
Are you delivering your projects in a timely manner?
Are you working effectively and using company resources well?
How is the quality of your deliverables?
What are your areas of improvement where you can request assistance or additional training?
Are you communicating frequently about your progress on projects and estimated time of completion?
Although this level of self-reflection may be difficult, as Liz Montigny wrote for Catholic Women in Business, “Instead of dismissing our crosses, let’s actually use them to go deeper spiritually, grow up mentally, and strengthen physically.” If you recognize areas of improvement after this examen, consider your manager’s micromanagement as an opportunity for your professional growth.
3. Build trust.
If trust is the primary issue, begin addressing those areas of improvement to improve your overall performance. If you are unsure where to start, Indeed.com provides the following example question you could ask your manager: “I’ve been feeling like you don’t trust me to meet your expectations and I want to reduce your stress. Is there a way we can work together to increase your trust in me?”
In addition to working efficiently and effectively, other ways to increase your manager’s trust in you are to:
Provide frequent updates.
Although it may seem like overcommunicating, provide periodic updates on your progress with your projects, inform your manager of any major changes or conflicts, acknowledge receipt of any emails or phone calls, and let them know the result of each project.
Anticipate curveballs.
Consider anything that may go wrong in your project or deliverable, and do your best to mitigate those risks while informing your manager of what you did or how you plan to tackle these issues.
Recognize your manager’s triggers.
Observe your manager to determine when they seem to micromanage most. Is it when they have an upcoming meeting with senior leaders? Is it when interacting with a certain client? Is it around a specific topic? If you can pinpoint what it is that makes them micromanage, do your best to assist them to reduce their stress. A U.S. News article provides the following recommendation:
If you notice that it happens at a certain time of day, provide your boss with an update an hour in advance of that time. When it occurs before or after a specific meeting, help prepare your manager in advance of that meeting for whatever he needs to report on.
4. Ask for clear expectations.
At the start of each project, ask your manager what their expectations are and how they wish to be involved. This conversation is also a good time to ascertain the details of the project and their preferences on how they wish you to complete it.
A Harvard Business Review article, “Stop Being Micromanaged,” also recommends before a project starts to:
Explain what you think the ideal plan of action is and then ask for her input. [Management expert Jean-François Manzoni says,] “Be sure you understand upfront what the guiding principles are for the work — not just the tactical elements.” …
For example, if you are working on an internal marketing campaign, be sure to talk about the message you want to send, not the font you should use. If the discussion becomes overly focused on detail, try to bring it back to the principles and approach you agreed on.
The article further recommends giving feedback to your manager about their micromanaging style only if it is appropriate. Otherwise, it may trigger worse problems.
By taking the time to understand your manager, reflecting on your own performance, and communicating frequently, you will be on your way to establishing a healthier relationship with your manager.
Valentina Imhoff, MBA is a career coach helping women encounter God through their work. She has lived and worked in 6 countries and has over 10 years of experience in a variety of industries. In addition to coaching, she facilitates Called & Gifted workshops to help others discern their charisms. Her greatest loves are her husband, son, and trying new recipes in the kitchen. Connect with Valentina at fiatcareercoaching.com, or tune into her podcast on YouTube, Apple Podcasts or Spotify.