Hello, this is Laura Lee Rose – author of the business and time management books TimePeace: Making peace with time and The Book of Answers: 105 Career Critical Situations– and I am a business and efficiency coach that specializes in time management, project management and work-life balance strategies.
Simply put, I give people the time to be, do and have whatever they want.
Today’s topic: Micro-managers – how do you deal/handle them?
I am sure many of us have come across micro managers; I have been told there isn’t the best way to tackle them. However, there are some effective approaches..
Do you handle them( micro-managers) from the top management level or through other workers who work under and around the micro manager. But more importantly what is a tactful strategy or a method you can take.
What are some tactile actions to dealing with them and how one can be brought into control.
How can they be avoided – Is the culture of the company to blame for their behavior?
The false premise in this question is the idea of “how to control your micro manager”. The idea of “control” is what started this discussion in the first place. Most micromanaging stems from an insecurity that things are not going to be handled the way that they should be. The manager doesn’t either truly trust his/her team OR his own management of his team. He wants to control everything to make sure it is a success (or match what he believes to be a success).
The next false premise is to spend time on finding someone to blame “Is the culture of the company to be blamed for their behavior?” While it may make us feel better to “pass the buck” – it doesn’t help us in our immediate situation. Cultural change in an organization takes time. But there are things we can immediately implement to get ahead.
As an individual and team contributor – one can 100% affect change in our own responses and reaction.(and not anyone else’s). So that is where I recommend my clients to start.
In my experience, the best way to work with a micro manager is to understand their fears and their department goals. Then do everything you can to illustrate that you are in their corner; that they can rely and depend upon you; that you are their right hand person. And I’m talking about action and deeds (not just lip service).
This is my same recommendation for working with any type manager or team. It’s just that with a micro-manager, you need to increase or heighten your awareness and steps. For instance:
1) I normally recommend employees take the initiative to schedule regular one-on-one meetings with their managers once a week or at least twice monthly. If you are working with a micro-manager, you may need to schedule a 15 minute daily meeting. If you don’t already have daily one-on-one meetings with your micro-manager to proactively review what’s been done, where you are now, and where you plan to be by the end of the day or week – start. If you schedule daily, regular check-ins – the manager will avoid interrupting you frequently because he knows he has a regular meeting already scheduled with you.
For a free checklist on “How to Hold an Effective One-on-One manager’s meeting”, request the checklist <<HERE>>
2) Be totally transparent with your manager (this is the same advice I would give working with any type of manager or team player). Since the micro management comes from insecurity and distrust, be an open book. Go out of your way to lay your cards on the table (using your frequently, scheduled one-on-one meetings) to discuss his expectations, the department goals, your goals. And explicitly discuss and show how you plan to achieve those goals. Illustrate that your goals and his goals are aligned. That when he does well, you know you will do well and vice-verse.
3) Ask him what you can do for him to achieve his business commitments and exactly what you need from him for you to help him meet his business commitments. (Once again – I would recommend this action with any type of manager).
4) Ask him how often he would like an update, how he would like it, when he would like it. If he is micromanaging and constantly asking for updates – it’s a sign that you are not giving him updates as frequently as he needs to feel comfortable. Create a Communication Plan and outline how you should communicate regular status, problem issues and solutions, Critical issues, etc. If you and he have an agreed upon communication method (like a fire escape plan) – he knows how (i.e. email on regular status, by phone on critical situations and your solution) and when (how frequently) he will be notified for different issues. [People often make the mistake of not reporting in when nothing has changed. The fact that nothing has changed is a status report and can be important information to your micro-manager ] Find out exactly what he needs from you to feel comfortable and safe. Then do it that way every time. This gives you the reputation of dependability and reliability. Attributes he needs to see to feel safe.
5) If your manager suddenly turns into a micro-manager (not his normal style); realize that he/she is probably getting some heat from his supervisors AND he is probably trying to shield you from the chaos from above (while at the same time get the executives the information that they need). Offer to attend and speak to the executives yourself (with your manager). This reduces some of the pressure, because you can answer the technical and day-to-day questions that the executives might have. You will also get some great high-level exposure as someone that really knows his stuff.
Once your manager realizes that he can count on you to deliver exactly what you say and when you said you would do it – he will be able to rely on not only your deliveries but your advice as well.
If you take on more of a leadership role in your relationship with your manager, he will feel more comfortable releasing his reigns. Sometimes people micro-manage because they can’t literally see anyone else stepping up to the plate. Sooooo, Step UP!
If you want more information on these techniques, just holler at me, LauraRose@RoseCoaching.info
In the Professional Development Toolkit, I go into the: who, what, where, when and how to accomplish all of the above.
For more about the toolkit and my other online courses, please visit www.lauraleerose.com/ecourses
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