Micromanagement has had a bad name for a long time, yet many managers still feel compelled to micromanage every last detail, despite the negative effects this management style has on team morale, retention, and performance.
A micromanager feels the need to oversee and interfere with every detail of their team’s work, either because they fear failure or cannot let go of control, or because they don’t trust their team to do the job as well as they can. At best, micromanaging stems from the manager’s insecurity; at worst, it reveals an arrogant belief in their own superiority.
A micromanager uses control as their only way of managing, rather than leading through collaboration, trust, and engagement. They often operate with the mentality that "it’s my way or no way."
Insecurity, lack of experience, arrogance, perfectionism, and ego often drive micromanagers. New managers, in particular, may micromanage because they feel responsible for everything that happens and fear mistakes will reflect poorly on them. This is especially common if they’ve had little management training or learned bad habits from past micromanagers.
Some managers ease off the micromanagement once they become more comfortable in their role, but others cling to it because they don't know any other way. Some truly believe they are the only person keeping the team afloat, and that their way is the only way. In their view, the team is simply there to do the grunt work, but they still want to retain control and take the glory.
Employees who are micromanaged get frustrated with their lack of autonomy. Over time, they reduce their efforts and often start looking for jobs where their skills and ideas are valued. High turnover and lower-than-expected performance are classic signs of micromanagement.
Micromanagers send a clear message: they don't trust their team to do the job without them. This lack of trust is toxic for good teamwork.
Micromanagement breeds weak teams. While micromanagers may enjoy feeling indispensable and delivering good results, what happens when they go on holiday, fall ill, or are transferred? Allowing micromanagement to persist means the team never becomes truly competent at their jobs.
A micromanaged team will often develop a "them and us" mentality towards the boss. However, team bonding does not occur in a positive, productive way. High turnover in micromanaged teams means employees invest less in bonding with each other, as it’s emotionally draining when people leave.
With high turnover comes a never-ending cycle of training new employees. Often, less effort is made with new hires, and they quickly become disillusioned by the negative atmosphere.
Micromanagers often burn out themselves. Constantly overseeing every little detail and being involved in the workload of every team member is exhausting. Eventually, they too will leave, overwhelmed by the pressure.
Micromanagement starts by destroying morale. Soon after, it undermines performance. If left unchecked, it can destroy the team, and ultimately, the organisation.
Do you recognise any of these behaviours in your organisation? Or perhaps even in yourself? Often, micromanagers simply haven’t been taught a more productive way. It's essential for managers to learn the skills of good leadership so they can let go of control and lead motivated, engaged, and highly productive teams.
Many thanks,
Alex & The Excel Team
P.S. If you would like to discuss any of your other learning & development challenges, book in your discovery call.
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