Micromanaging and How to Stop It


Micromanaging and How to Stop It

It is a rule of thumb that a business will always be required to be the best so that the business can be successful in the market. With this rule, it is no doubt that business leaders will encourage their business to be the best at all costs, including by guiding and directing the work of their subordinates.

Essentially, a leader is obliged to ensure the effectiveness and efficiency of the business and the distribution of work within the business by directing his/her subordinates. However, sometimes there are leaders who not only direct their subordinates but also actively organize their subordinates to the smallest detail in the name of “achieving company success.”

If there is such a leader, it means that he/she is micromanaging. By the way, do you know that micromanaging is not good behavior? Let’s find out more about micromanaging here and how to stop it!

1001 Things about Micromanaging

What is Micromanaging?

Micromanaging is a management style with a superior who is unnecessarily very active in controlling, supervising, or coordinating his/her subordinates. In micromanaging, a superior will routinely coordinate his/her subordinates to things that seem simple, from reminding work every hour to evaluating punctuation marks from documents that subordinates made.

The upstream of micromanaging is easy to identify: fear. The boss who micromanages is afraid that the work of his/her subordinates is not optimal and does not fulfill his/her expectations. The boss is also afraid that the results of the subordinate’s inexperience will have an impact on the company’s overall performance. Thus, to avoid such fear, the superiors carry out unnecessary supervision of their subordinates even to the smallest point.

Why is Micromanaging Bad?

Micromanaging gives a bad impact on the company because it causes two things: (1) lowering the loyalty of subordinates, and (2) distracting the superior from things that should be paid attention to.

With micromanaging, subordinates become depressed because every form of work they do will be constantly supervised by the superior. In addition, because the superior is constantly directing his work, the subordinate will get insecure and feel that the superior does not trust their abilities. As a result, the loyalty of subordinates will decrease, employees will easily resign, and the company’s performance will also decrease.

In addition, micromanaging will drain the energy of the superior because he/she needs to supervise the performance of all subordinates to the smallest things. This will cause the superior not to focus on completing the work according to his goals, such as looking at the macro situation in the market and preparing the company’s strategic plan. As a result, the organization of the company can be widely abandoned, thereby reducing the efficiency of the company.

How to Stop Micromanaging

Micromanaging is a behavior that must be stopped immediately. You can also stop that behavior as quickly as possible, both as a superior and a subordinate (regarding your superior’s micromanaging). The following are some ways you can stop micromanaging.

1. Let them learn, let them grow

As a human being, you are aware that every human being is created differently. Thus, each superior must be aware that his/her subordinates have different abilities from himself. If the performance of the subordinate does not match the expectations or personal performance of the superior, a superior must understand and appreciate it.

Preferably, the superior should provide space for his subordinates to learn their work abilities. If you want to give them an assignment, give them a to-do list along with their own personal expectations and let them work according to their abilities. If you want to evaluate their abilities, evaluate them at the end of the job without the need to intervene in the work directly. Don’t forget to give them credits for their work.

2. No need to be perfect

Micromanaging is born from the fear that the work of subordinates will not match the superior’s expectations. These expectations arise because the superior wants perfection in the work. In fact, perfection is impossible to achieve because every success also has its flaws.

Thus, the superior should determine the general and clear indicators of the targets to be achieved. After setting up a target that matches the expectations of the superior, invite the relevant subordinates to discuss the target to match their abilities. Thus, it is hoped that the company can achieve the desired target with a win-win situation for the superior and subordinates.

3. Remind your superior of micromanaging

Subordinates can also play a role in preventing the emergence of micromanaging from their superiors by reminding the superior that what he/she is doing is micromanaging. Because micromanaging is born out of fear, the superior often doesn’t realize that what he/she is doing is micromanaging. By reminding the superior of micromanaging, it is hoped that the superior can stop his micromanaging action.

Want to Stop Micromanaging? Join Gear Up!

Micromanaging is a bad thing and must be stopped immediately so that the company’s performance can be maintained properly. However, are you still confused if your management style is micromanaging or not? Gear Up could give you the answer!

Gear Up is a startup brainstorming partner that will provide a variety of knowledge and experience that will be useful for your startup’s growth. With a 1-on-1 brainstorming program for 50 weeks, Gear Up will provide a variety of training materials suitable for managerial skills, including effective management style without micromanaging.

Want to stop micromanaging? Join Gear Up!

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