If you are being micromanaged, you are not trusted. If you are not trusted, it is probably because:
Your boss thinks you lack the skills to get the job done
Your boss thinks you lack the integrity to get the job done
Your boss has failed to teach you how to get the job done
How do you know if you are being micromanaged? Micromanagement can be confused with accountability for low communicators. Your boss’s job is to manage and coach you. Micromanagement is when you lack the intellectual autonomy to complete a mutually agreed-upon goal. Micromanagers determine and monitor every step of progress in search of control.
Signs of a micromanager can include:
Asking to be copied on every email
Reluctance to delegate
Constant need for updates
The need to approve tasks (and flagging work that moves forward without their input)
Getting stuck in the weeds rather than communicating the big-picture goal
So let’s walk through the scenarios.
Scenario 1: Your boss thinks you lack the skills to get the job done
To be clear — you might lack the skills to get the job done. And if you do, it might be because your boss has never communicated what good looks like.
You were likely onboarded poorly
Bad onboarding is a silent saboteur. 52% of American employees believe they were poorly onboarded. 56% felt disoriented after onboarding. 52% of employees felt let down, and 49% felt devalued (source). And remote employees are more likely to feel undertrained than onsite ones. How do you know if you were onboarded poorly? Usually, you:
Lack access to basic information and processes
Lack understanding of how processes and tools work
Lack consistent and transparent communication with your team
And you probably feel some anxiety (see image below, I strongly believe a lot of workplace anxiety and burnout is from a lack of clear goals).
Onboarding doesn’t only happen in the first 90 days. It happens when you change bosses, get a new role, take on a new project, or meet new teammates. If you are working hard but misaligned, your work will not land.
What if you were well onboarded and your boss does not trust your competence?
Your boss may have onboarded you well but does not believe you have the cognitive power or work standards to get the job done. Maybe they are an over-performer who doesn’t let others live up to their standards. Or maybe:
You haven’t shown that you understand the work, and have presented a bad work product
You do the work but haven’t communicated about it
They haven’t communicated their standards for you to know whether or not you are doing a good job
Scenario 2: Your boss thinks you lack the integrity to get the job done
Maybe your boss has seen you slip up but never addressed it. Maybe you have blind spots and haven’t picked up on the coaching. This scenario is the hardest to recover from without a direct and very uncomfortable conversation.
Scenario 3: Your boss does not know how to teach you to do the job
Sometimes, you have to coach your boss into being a coach. This happens when:
Your boss is more comfortable doing the work than leading others to do the work
Your boss is inexperienced and does not trust the training they provided, but knows how to be a star independent contributor
Your boss needs to cover for themselves because they don’t understand what you do but know that your work matters enough for them to report on it
So you know why you are being micromanaged, now what?
In all scenarios, micromanagers need control. And you need to coach your boss into being a coach instead of a micromanager. At the root of all coaching is trust. At the root of all trust is believing that the work will get done. And when the belief does not exist, clear communication and documentation can get you over the hump.
Be proactive about seeking input — and beat your manager at their own game. Figure out how they operate, when they want the assignment to be done, and how they want to be communicated. Is it meetings? Via email? How often? Document all milestones and a timeline. Put them on the spot to figure this out. There is the SMART template (below), a previous blog with tips, or the FOGLAMP checklist (below) by Michael Watkins.
At the end of every check-in clarify your alignment points. “Does this meet our standards?” “Is there anything else I can provide so that you’re sure this will be done on time and within budget?”
Turn on video — i.e., stop being invisible. Go to the office if you are close by.
Get used to “yes, and.” If your boss has thoughts, listen intently - incorporate them when appropriate, and get their feedback
What not to do:
If your boss micromanages you, they may also micromanage others. Hate is the most powerful unifying agent. Don’t be messy. Don’t gossip with colleagues. Manage your issues without causing drama.
Good luck!
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