Why Managers Fall into the Trap of Micro Management

Micro management, or the excessive control and oversight exercised by a manager over their employees, has been a common issue in business environments. While some managers justify it with a preference for control, the reality is that micro management often hampers productivity and can undermine the trust and confidence of employees. A delicate balance must be achieved between maintaining control and fostering independence and proactivity among employees.

The Reasons Behind Micro Management

Managers who micromanage often do so because they feel a strong need for control. They might believe that this approach ensures no mistakes are made and that all employee actions align with their expectations. However, it's important for managers to recognize that not all employees thrive under constant scrutiny. Employees are likely to experience stress and disengagement, which can lead to decreased productivity and morale.

Reactions to Micromanagement

When workers fail to meet the bottom line, some managers may resort to micromanagement as a form of accountability. For example, they might afford employees the freedom to decide their work schedules but impose strict deadlines and repercussions for any shortcomings. The end result is deemed the ultimate measure of success in business.

The Impact of a Lack of Trust and Confidence

Trust and confidence issues, coupled with a lack of faith in employees, are often at the core of micro management. These managers may not trust their employees to make responsible decisions without constant supervision. This attitude can be counterproductive, as good managers should focus on training and empowering their employees to take initiative and solve problems on their own.

Effective Management Practices

A successful manager builds a culture of trust and independence by providing the necessary tools and skills for employees to perform their duties effectively. They should avoid making employees feel like they are constantly under surveillance. Instead, they should focus on key performance indicators (KPIs) and track progress without over-relying on micro management.

For instance, if an employee approaches you with a problem, guide them to find a solution through questioning and leading, rather than providing the answer outright. This approach helps build problem-solving skills and confidence in the employee. Managers who adopt this method will find that their teams can operate efficiently even when the manager is unavailable, as shown by the example of the author, who could leave for a week for a seminar without their team being significantly affected.

Consequences of Mediocrity

Managers who fail to maintain their competence may eventually reach a level of incompetence where their underperforming skills are no longer recognized by higher-ups. Unfortunately, competent employees often go unnoticed when things run smoothly, leading to the perpetuation of ineffective management. These managers may continue to hold positions due to their tenure and existing relationships, rather than their actual capabilities. Over time, this can lead to frustration and dissatisfaction among employees, as the lack of communication and trust fosters a toxic work environment.

Ultimately, good management is about striking a balance between control and autonomy. Managers need to trust their employees and provide them with the tools and support necessary to excel. By doing so, they can create a more productive and satisfied workforce, leading to better business outcomes in the long run.

Key takeaways:

Micro management is a result of a lack of trust and confidence in employees. Fostering independence and problem-solving skills is essential for effective management. Good managers empower and train their employees, building a culture of trust and productivity.