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Micromanagement, defined as excessive control and attention to minor details, is a term that often evokes negative connotations. Most of us have, at some point in our careers, experienced working under a manager who nitpicks our work or closely monitors every move we make.

From a distance, micromanagement can appear harmful, leading to decreased morale and productivity. However, understanding why managers resort to micromanagement reveals that the reasons behind this behaviour are more nuanced.

In this article, I discuss the negative causes of micromanagement, such as insecurity or a desire for control.

In the extended YouTube version, I discuss the instances where micromanagement stems from genuine, albeit misguided, concern for the success of the team and the organisation. To watch the video, click here.

Detrimental Reasons for Micromanagement

1. Insecurity and Lack of Confidence

One of the primary reasons some managers micromanage is insecurity about their abilities. When managers doubt their leadership skills or feel threatened by the competence of their subordinates, they may compensate by exerting control over every aspect of the team’s work.

I frequently see micromanagement in new managers or following promotions. In fact, it’s one of the common reasons people come for coaching. Typically, the most experienced person at handling the technical aspects of a job is successful in securing the role.

However, that doesn’t necessarily mean they can manage people—that’s a whole skill set on its own.

They may be uncomfortable and uncertain in their new role and get comfort and certainty from doing parts of their old job. I can’t begin to tell you how common this is!

This behaviour serves as a defence mechanism to hide their fears of inadequacy. By micromanaging, they create a facade of authority, convincing themselves (and perhaps others) that they are needed to ensure the team’s success.

Insecurity can also manifest as a lack of trust. These managers often believe that their employees are incapable of producing high-quality work without their constant supervision.

As a result, they check and recheck everything, leading to frustration among employees who feel they are not trusted to complete their tasks independently.

2. Desire for Power and Control

Micromanagers sometimes derive satisfaction from wielding power over others. This behaviour can stem from a deep-seated need to control outcomes and maintain dominance within the organisation.

For such managers, micromanagement is a tool to remind employees of their place and authority, reinforcing the hierarchical structure of the workplace.

The desire for control can also be tied to perfectionism. Perfectionist managers often believe that no one can complete tasks as well as they can. As a result, they scrutinise every detail, ensuring that tasks are done precisely their way.

This obsession with control often stifles creativity and innovation, as employees are not given the freedom to develop their own solutions or approaches.

3. Fear of Failure

The fear of failure is a powerful motivator behind micromanagement. Managers who are deeply afraid of making mistakes, either because of personal pride or organisational pressure, may feel compelled to monitor every aspect of their team’s work to prevent any misstep.

They may have been reprimanded for mistakes in the past or work in environments where errors are heavily punished. This pressure makes them hypervigilant, resulting in obsessive oversight.

These managers often create a culture of fear within the team, where employees are afraid to take risks or experiment with new ideas. The constant fear of reprimand or correction from a micromanager leads to a stifled work environment where employees play it safe, limiting growth and creativity.

4. Insecurity About Job Stability

Some managers feel threatened by the competency of their employees, particularly when a subordinate displays strong leadership qualities or exceptional skills. In these cases, the manager may micromanage in an attempt to undermine or overshadow the talents of their team members.

Keeping employees under tight control limits opportunities for their subordinates to outshine them. This behaviour, rooted in fear of losing relevance or even their job, can create a toxic work environment in which employees feel demoralised and undervalued.

The Impact of Micromanagement on Employees and Organisations

Regardless of the motives behind micromanagement, its effects on employees are largely negative.

Studies have shown that micromanaged employees experience higher stress levels, lower job satisfaction, and reduced motivation. This is because micromanagement often signals a lack of trust, which undermines employees’ confidence and leads to feelings of frustration and disengagement.

Micromanagement also stifles creativity and innovation. When employees are constantly told what to do and how to do it, they lose the freedom to experiment, take risks, and develop new ideas.

This can lead to stagnation within the organisation, as employees follow orders rather than thinking critically and contributing to the company’s growth.

Finally, micromanagement leads to inefficiency. Managers focused on overseeing every detail often become bottlenecks, as their constant need for control slows down decision-making and project progress.

Rather than empowering their team to work efficiently, micromanagers inadvertently create roadblocks that hinder productivity.

The Wrap-Up

While micromanagement is often seen as purely negative, it’s essential to recognise that not all managers who micromanage do so with hostile intent. Some are genuinely motivated by a desire to maintain high standards, support their team, or respond to external pressures. However, the impact of micromanagement on employees is almost universally harmful.

The key for managers is to find a balance between providing guidance and allowing autonomy. By building trust, fostering open communication, and encouraging independence, managers can create a work environment where employees feel empowered to do their best work without the stifling effects of micromanagement.

If you feel your manager micromanages, I recommend discussing it with them. If you, like many people, struggle with difficult conversations, my video 084, How to Have DIFFICULT CONVERSATIONS: A Step-by-Step Guide, is worth watching. You can access it here.

What Next?

Again, in the extended YouTube version, I discuss the instances where micromanagement stems from genuine, albeit misguided, concern for the success of the team and the organisation. To watch the video, click here.

If there are any specific subjects you’d like me to cover in upcoming content (it’s always so helpful!) or if you’d like help with any of the topics I discuss, message me at info@jobanks.net.

Finally, if you enjoyed this article and haven’t yet signed up to get my weekly newsletter straight to your inbox, hit the ‘NEWSLETTER’ tab at the top of the page.

As always, thanks for your continued support.

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