Simply by position alone, managers have a major impact on employee productivity. This is good when the manager has the skills and experience to get the best work out of their direct reports. It’s not so good when managing slides into micromanaging. As anyone who has ever worked under a micromanager can tell you, it’s a surefire method of making employees feel stressed and disengaged. Here are a few tips on how you can recognize when supervisors are veering into micromanagement terrain and guide them back to supporting their staff members in a healthy way.
Identify your micromanagers
Harvard Business Review provides a handy checklist for identifying micromanaging behavior. It finds that micromanagers:
- Are never quite satisfied with deliverables
- Often feel frustrated because they would have gone about the task differently
- Laser in on the details and take great pride and/or pain in making corrections
- Constantly want to know where all their team members are and what they’re working on
- Ask for frequent updates on where things stand and prefer to be cc’d on all emails
Productively reform your micromanager
First, it’s essential to realize that people with a tendency to micromanage are usually passionately dedicated to their work and deeply invested in good outcomes. As you assist them in taking a step back from the jungle of details they’re wading through, you can express your appreciation for their commitment to organizational goals.
Next, help your micromanagers articulate why they feel they must take responsibility for everything. Their reasons are often based in fear that too much is at stake or that the work won’t get completed correctly. Once they clearly identify their concerns, you’ll be in a position to help them logically examine these issues. In some cases, you may uncover actual personnel problems that need to be addressed, but usually you can ease their worries by presenting the benefits of stepping back a bit.
It’s also beneficial to encourage micromanagers to ask for feedback from their teams. In many instances, overly involved supervisors sincerely believe they’re being helpful by shouldering responsibilities, and they may try to change their habits if they hear from direct reports that their approach is actually counterproductive.
Strengthen productivity by improving management practices
Managing the managers is one of the trickier interpersonal challenges facing HR directors and executives, but it’s a crucial element of organizational success. Employee engagement and productivity throughout your company are nurtured when workers feel trusted to carry out tasks on their own.