Ask the countless employees who find themselves working for a micro-manager, and they’ll tell you that it is not only maddening, but wearisome and demoralizing. Dealing with a controlling boss who needs to question and redo everything you do can be gruelling. But if you look carefully enough, the signs of a micro-manager are clearly visible. You just may not have paid attention. Which is exactly why I not only explore this topic in depth in my column this morning in The Globe and Mail, but also offer four ideas to stop being a micro-manager. Read it here:
Don’t fall into the classic micro-manager trap
If you’re a micro-manager, it’s very easy to explain away your actions as “attention to detail” and “ensuring quality work.” But the unfortunate reality is that this behaviour comes at an immense cost – employee morale, team performance and workplace productivity. It’s time to stop!
Well … what do you think? Are you one of those who has been at the receiving end of a micro-manager, or is there a case to be made for this management characteristic? Obviously, you know where I stand on this subject, but I’d love to hear from you. The Globe has temporarily turned off commenting on articles on their website while they resolve some technology issues, so you can’t comment directly there. But share your thoughts right here on the blog. Leave a comment below and let everyone know your thoughts and experiences.
Sometimes, The Globe puts my columns behind their paywall. If that happens and you are unable to access the article directly through the link above, we have archived a pdf version at this link: http://turningmanagersintoleaders.com/PDF/G&M_ManagementOnline_022618.pdf