Lost in thought, Nico looks out of the window and reviews the last few weeks. The CEO is known above all for attaching great importance to quality and has been feeling increasingly frustrated recently. He knows that his department heads aim to deliver outstanding work, but the teams don't always seem to follow through with the same level of commitment. Mistakes have become more frequent and projects have been delayed. His manager Katharina in particular reacted excessively to this: she controlled her employees more, intervened in daily processes, wanted to be informed about every step of the work and slipped more and more into micromanagement. But the result was the opposite of what Katharina intended. Employees became demotivated and the atmosphere in the teams became tense.
The situation deteriorated further and some employees complained to the management that they no longer wanted to work under a manager like Katharina. As Nico had never experienced anything like this before, he brought it up in our coaching session. "On the one hand, I really appreciate the fact that Katharina always wants to deliver flawless work, but if she exerts even more control, I'm worried that the good people will run away from me." He had already hit the nail on the head, as I confirmed: "Micromanagement may deliver results in the short term, but in the long term it undermines the trust and personal responsibility of employees. If you don't take action and stop Katharina's micromanagement, you risk driving away your most talented employees."
Nico asked me how he should best deal with Katharina so that she learns to let go and free herself from constant control. For example, he repeatedly observes that she intervenes in her employees' work processes, especially when they don't deliver the desired quality. In such situations, she also likes to demonstrate how competent she is. If her team doesn't deliver the expected results, she jumps in, does the work and tops it all off with the condescending comment "That's how it's done!". For some time now, Nico has increasingly noticed such behavior from his department manager and sees an urgent need for action, but he is not yet sure how exactly he can get Katharina out of the micromanagement trap.
When the manager mutates into a micromanagement monster
In my many years of coaching experience, I have encountered situations like this more than once. I therefore give Nico a few steps on how he should intervene now. "Talk to Katharina directly about her micromanagement behavior and explain the consequences to her. The saying 'people don't leave the company, they leave the manager' is apt here. After all, micromanagement is one of the main reasons why employees leave." I also advise Nico to give Katharina regular constructive feedback and to point out to her when she tends to get into detailed issues that her employees can deal with independently. He should also not leave her alone, but offer his coaching and support to strengthen her self-confidence and trust in her employees. In this way, she learns to improve her leadership and delegation skills. "Also show Katharina positive examples of other managers in your company who delegate effectively and empower their employees. But don't forget to set clear expectations and make sure Katharina knows how much time you are giving her to change her behavior. In this regard, it is important to clarify the consequences in advance if she fails to do so." I also recommend that Nico praises Katharina for her progress and celebrates successes with her. He should bear in mind that this won't happen overnight, as micromanagement is often a deeply rooted pattern of behavior that can't be changed overnight. As a rule, initial improvements can be expected within a month and lasting changes in behavior within nine months.
What if the tide turns?
On the other side are the employees who have to live with a manager like Katharina. Dealing with a micromanaging boss also requires both diplomacy and determination. This could also be the case if, for example, Nico was the micromanager and Katharina had to deal with him. So here are a few tips on how to deal with a micro-manager boss.
- Communicate directly and respectfully: If you feel that your boss is monitoring you too closely, be honest but polite in your approach. For example, let him know that you have everything under control and that he can trust you to do your job.
- Ask smart questions: Try to make it clear to your supervisor that you understand the situation and are capable of completing the tasks.
- Find clear words: Make clear statements about your ability to do the job.
- Engage in dialog with tact: If your boss asks questions that are below your level of responsibility, try a statement like, "Look, I have a whole bunch of capable people I can approach to answer detailed questions."
- Be prepared to set boundaries: If your boss is monitoring you too closely, you can make it clear: "You hired me to deliver results, not to know every detail. Let me know what I should focus on and I'll get it done."
- Avoid confrontation: While it's important to express your points of view, try to do it in a way that isn't accusatory or confrontational.
Dealing with both a micromanaging supervisor and a subordinate manager who exhibits this behavior requires tact, confidence and clear communication. Both are important skills that a manager should have.
You can read about the other essential leadership virtues that you should internalize and apply as a leader so that your leadership is excellent in my new book "The Hero's Journey of a Leader: How to Become the Best Version of Yourself as a Leader". Available from Amazon, Orell Füssli, Wiley or directly from the author.