Try an update like, “We released 5 new videos this week and are on track to launch another 8 next week. Does that line up with your goals for this campaign?” With regular updates, the micromanager won’t start getting excessively worried about your progress. In time, they’ll learn to step back and let you work! In your updates, try to reassure the micromanager and help them understand that they succeed when the whole team succeeds too.
You could say, “I know you like to stay in the loop. Would be okay if I sent you an email update every Friday morning, so you know how the project is coming along?” Ask your manager how they prefer to communicate. Emails might be a good option so you both have a record of your conversations and updates.
Offer clear, specific examples of their unhelpful behavior, so they can fully understand the problem and how to fix it. Don’t use the word “micromanaging. ” Most people don’t respond well when accused of being a micromanager. Instead of saying, “You’re micromanaging me,” you could say, “It’s been tough to get work done on time when I’m also preparing daily updates for you. Could we look for a solution together?”
For example, you could say, “I’d really like to build my critical thinking and decision-making skills. I understand it’s a learning process, so I’d like your support and trust to help me grow. How do you suggest I do this?” Guide their participation by asking for independence while reassuring them they’ll be involved. You could say, “Could I tackle this project by myself and get your feedback at each milestone?”
For example, you could set boundaries by saying, “I believe my track record proves that I can write and publish these press releases independently. Could I send you a copy of each one so you can follow my progress?” If your manager is a perfectionist, showing that you understand their expectations will reduce their anxiety and ensure you don’t have to redo work later. If they still want to be involved with every decision, gently remind them that their time is valuable and that delegating a few decisions might be more effective. Reassure them that you’ll consult them with any questions that might come up. They’ll feel better knowing you’re open to feedback.
For example, you could say something like, “I appreciate your trust in me to finish this project by the deadline. It really motivated me to do my absolute best. ” That way, you’re subtly showing the micromanager that encouraging you and trusting you to do your work is the best way to work with you.
For example, if you’ve missed several deadlines in the past month, your boss might feel like they have to stay on top of you about it. Think about how you can increase your productivity, so your boss will trust you with deadlines. Try to see things from the micromanager’s perspective, be ready for curveballs to get thrown your way, and be open about your needs, so you’re more resilient to their bad habits. Don’t be afraid to ask for help if you don’t know how to fix a problem. A good manager will provide support and advice so you can do your best work!
Research the pros and cons of each software tool before recommending them to the rest of the team. That way, you can make an informed choice. If you can, offer to set up the system and teach the rest of the team how to use it. That will show your manager that you have initiative and drive!
The micromanager might need to attend a management training course to correct their behavior. Suggest this to a higher-level boss. Team meetings can help everyone (including the micromanager) see the bigger picture and understand how their behavior affects the team’s progress. No matter how frustrating the micromanager is, don’t complain about them behind their back to the rest of the team. It’s better to address the issue head-on.
For example, a micromanager might insist on documenting every detail of the work process or demand to be CC’d on every email. Severe micromanagement can even turn into bullying. Micromanagers get angry when decisions are made without consulting them and need to do everything themselves to consider it “done right. ”
Micromanagers might even suggest unrealistic deadlines and get even more controlling when their team struggles to meet those deadlines. They tend to take pride in correcting everyone else’s work and dish out a lot of criticism instead of constructive feedback. They’ll also give complex instructions that are hard to understand.
This can lead to resentment, low morale in the workplace, and a lack of motivation to get work done. It can also stifle progress and interfere with the mental health of everyone who works with the micromanager.
Some micromanagers are arrogant and convinced that nobody is as smart or competent as them, although this isn’t always the case. Micromanagement can also result from a previous bad work experience. The micromanager might be projecting their memories and assumptions onto you.
In a micromanager’s mind, your performance reflects their own. This can cause them to interfere too much with your work to ensure it reflects well on them.
When someone is new to management, they might start the job while still in the mindset of an individual contributor—which can make them think they have to monitor everyone with the same intensity.
Study the micromanager’s attitude. Do they seem stressed most of the time? They might be under a lot of pressure and act out because of it.
Speed is another work style conflict. If you work a little slower than they’re used to, the micromanager might feel like they need to speed things up.
Micromanagers might also intervene if you don’t understand the work. It’s okay to get confused, but you should also ask for help rather than delay things by wondering what to do. You might have taken on too much work. It’s natural to want to prove yourself by saying “yes” to everything, but you might also end up dropping the ball because you have too much to do!
