5 Effective Ways to Deal with a Micromanager
When you're ready, you don't have to run.
Micromanager.
A peculiar species “Controlus Overseeus” thrives on the constant need to monitor and dictate every detail of its environment.
Their natural habitat is characterized by frequent and detailed check-ins, an abundance of unsolicited feedback, and a tendency to redo and correct work all the time.
You find it in almost every workplace ecosystem. So, you’d better be ready.
Why is it important to deal with a micromanager?
Firstly, it can negatively influence morale and make people feel like they're not trusted or worth it.
Plus, it slows down productivity because everyone's too busy reporting back instead of actually working.
Creativity takes a hit, too, since no one feels free to try new things. And let's face it, talents and even loyal people will leave if they feel smothered. Tackling micromanagement is key to keeping your team happy and productive.
I’ll give you 5 ways to deal with a micromanager. You might email me back that it’s pretty to read them, but in reality, it is hard to implement them.
I know.
You have these options: run away, fire the manager, or learn to deal with them.
1. Preemptive communication
After years in management and communication training, I am certain: There is nothing communication can’t solve.
People tend to micromanage when they feel left out, out of control, or they don’t know you well.
Anticipate people have different information needs.
Some are okay with an occasional email. Others with a catch-up every day. Clarify that with your boss, client, project manager, etc. you work with.
Be proactive and creative. If needed, send them concise, daily, or weekly summaries of your progress, or have a 15-minute stand-up every second day.
Yes, it could feel like an additional admin. But believe me, being proactive is reducing the urge to constantly check in and bother you.
You know that you’re working on it, but they don’t. That’s why there is a need for a communication loop.
Tip no.1: Communicate and don’t be silent.
2. Trigger solutions
Fire! Fire!
What do you do when there is a fire? Go to your manager or start helping others to put it off?
My team members used to come to me with problems. They felt I had to know about them. In 80% of cases, they could have solved them themselves. Instead, they triggered my attention. Then I was regularly checking in to see how they were doing.
Don’t trigger attention by inflating hiccups on the way. The problem does not equal disaster or drama.
Instead, show you can handle challenges and that your leader can trust your abilities.
When you face an issue, come prepared with solutions rather than stress and shaky hands.
Tip no.2: Manage solutions and you prove you are on top of things.
3. Set clear boundaries
Did you know you can discuss which areas you need autonomy to do your work?
It might initially sound uncomfortable to tell your manager you need your space. Or even that you feel micromanaged. But I know that some leaders are naturally hands-on, and don’t realize they are too much in.
Explain what you need to perform well, and to achieve the desirable outcomes. It could be a home office every Tuesday, with no meetings after 3 pm and 30-minute meetings instead of 60-minute minutes.
Communicate what kind of feedback you want, when you appreciate the help, and when you don’t. You have nothing to lose by saying, for instance: “I want to take a day to come up with a solution myself.”
Micromanagers take shortcuts because they want to have tasks done their way. Yet, their way does not have to be the best. Boundaries can do you justice to be creative and gain time for your development.
Tip no.3: Boundaries. Boundaries. Boundaries. Speak about what is too much for you.
4. Showcase your expertise
You know that you know. But others don’t know that you know.
Don’t expect others to expect you to know. On the flip side, micromanagers expect you don’t know.
It's as annoying as it is, but you have to prove you know.
Organize a workshop, prepare knowledge materials, or ask for client’s feedback. Use different opportunities to sell yourself and your skills.
You earn respect and trust if you show you can pull the same rope, learn, listen, and… deliver well.
The micromanager will likely let you off their hook and give you more autonomy when they know you know.
Tip no. 4: Sell yourself.
5. Rotate a ‘sprinter’ role
In some cases, it is possible to designate a person on your team to be the primary contact for the micromanager (or, for instance, a micromanaging client).
Why should everyone suffer, then?
A sprinter can filter requests and updates, plan, push back, and especially ensure the rest of the team can work without too much interference.
The advantage is that you can rotate this role regularly to share the responsibility. You’ll learn a lot by being the sprinter. Assertiveness, effective communication, or keeping yourself organized.
The sprinter is a channel for information flow, and that is really what many projects need - a clear point of contact.
Tip no.5: Have a team bumper.
That’s it, my friends.
TL;DR
Preemptive communication: Anticipate different information needs and proactively send concise updates to reduce the uncertainty micromanagers often feel.
Problems and solutions: Handle challenges independently and present solutions to demonstrate your capability and build trust.
Set clear boundaries: Communicate your need for autonomy and set boundaries to foster creativity and personal development.
Showcase your expertise: Prove your skills and knowledge through workshops and client feedback to gain respect and autonomy.
Rotate a ‘Sprinter’ role: Designate a team member to handle micromanager interactions.
Let me know how you deal with micromanagers. I am happy to learn about your experience and tips.
Have a wonderful day, Ivona
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