I am so sick of hearing about the evils of micromanagement. It seems that every day we hear another tale about the ubiquitous micromanager who is taking vital management practices to the extreme and interfering with their employees' ability to successfully fulfil their job requirements, all while generating unnecessary stress for those workers. It's an ugly story, and I believe that, in many cases, it's simply not being represented fairly.

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	Linda Finkle

As these stories have filtered through our business world, it has become the belief of many employees that their managers are micromanaging simply because they are control freaks who must personally make each and every decision, need to manage the performance of every major task, won’t recognize any thought process but their own, and feel required to command every tiny step the employees take. Employees believe that these managers just want it done ''my way or the highway'' and can’t, or simply won’t, delegate to others. They feel stifled when the micromanager hovers over them when they are working and undervalued when their ideas and suggestions aren’t even considered. In short, they feel an unwarranted lack of trust.

All of these feelings may be justified, though not quite as often as employees tend to believe. Let’s take a look at what causes leaders and managers to ''micromanage'' and at what that terminology actually means:

Wikipedia defines micromanagement as ''a management style where a manager closely observes or controls the work of their employees, generally used as a derogatory term. In contrast to giving general instructions on smaller tasks while supervising larger concerns, the micromanager monitors and assesses every step, and avoids delegation of decisions.''

From this definition, we can deduce that employees consider their managers to be micromanaging when they: a) ask questions about the status of something, b) suggest ways to attack a project or handle something, c) follow up with them, or d) expect a report or email on the status of things. Employees also see the micromanager, again, as someone who, ''in contrast to giving general instructions on smaller tasks while supervising larger concerns, monitors and assesses every single step, and avoids delegation of decisions.''

Certainly, this may be true in the case of some managers, but more often than not, what an employee considers to be micromanaging actually turns out to be a more core issue of trust. Micromanagers often don’t trust their employees and, therefore, feel the need to oversee everything and ask frequent questions for clarification. Now, when I say ''trust,'' I’m not referring to an ethical trust, but rather to the ability to believe employees will get the job done and done well.

While coaching executives, I often hear that they don’t know when a task they have assigned has been handled or completed. They aren’t sure if the task has run smoothly or whether there have been hiccups or problems in the process, so they have to keep asking about the status of the task. Oh, they wish they didn’t have to ask. Nothing would make them happier than to be able to simply let go of any given task once it has been assigned, but they have repeatedly found that these tasks either haven’t been handled properly, or that a given task ''slipped off the radar'' and somehow ended up back in their lap. Their instinctive solution to being unaware of a task or projects status is to ''micromanage'' (as their employees call it).

Trust is not a ''chicken and egg'' question. Trust comes when people follow through on what they say they’re going to do. Employees build trust when they consistently demonstrate to their managers that they will handle things and communicate back to their managers when a task is complete.

What employees see as micromanaging is really an issue of trust. If you want to be given authority and responsibility for tasks without input on the ''how,'' if you want to be given the end goal rather than an action-step dictation, if you want to be treated as someone your manager can count on, then you need to step up to the plate and demonstrate that you can be depended on to communicate and follow through effectively. When you have exhibited continually high levels of capability, consistency, and competency, you’ll be given more responsibility and higher levels of trust.

Every leader would be thrilled to give you a difficult responsibility and never have to think about it again because they were sure it was being handled effectively. What can you do to build trust with your manager and experience the flip side of ''micromanagement''?

About the Author

Linda Finkle, CEO of Incedo Group, works closely with leaders and management to create sustainable productivity and organizational strength. She holds a Master Certified Coach designation through the International Coaching Federation. For more information on Linda and Incedo Group, please go to http://www.DriveTheChange.com.

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