6 Micromanaging Signs and Its Effects

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Micromanaging has been identified as a costly management style, though it can be of advantage in some situations that are short-termed, such as training new employees, increasing the productivity level of underperforming employees, as well as controlling high-risk issues. 

Who Is A Micromanager?

 A micromanager is a boss who closely examines the work of their team members.

They adopt a supervision style that focuses on the everyday routine of people and team members.

A Micromanager is an  autocratic manager who:

  • Fails to assign most of the work.
  • Demotivates the team over petty problems. 
  • Feels it is fun to correct others. 

6 common signs to note you are probably micromanaging:

  • You are very sensitive to making corrections, even when it comes to the most minor details.
  • You always want to know every detail of what your staff members are doing.
  • You hardly show appreciation, or say words like  “thank you” or “you did a great job”, but often express what they did “wrong”.
  • You want to be copied on all emails, whether or not they are related to you directly.
  • You’re never satisfied with the work done by your staff.
  • You get frustrated when people do things differently than you would do.

It’s Effects

Why stop? 

There are many reasons why micromanaging will be damaging to a corporate body over time:

  1. It interrupts learning and innovation: Micromanaging brings bitterness and causes people to feel unhappy, disappointed and causes them to leave.
  2. Skills cannot be inspected properly: If employees never have the chance to take on new tasks, how will they ever learn anything or improve their skills? 
  3. It creates dependent employees: Constant micromanaging destroys the confidence and ambition of employees overtime. They won’t do anything without positive approval from a superior, creating delays in decision making and response time.
  4. It makes managers less effective: Every time a manager spends micromanaging, there is a greater chance they’re not spending time on another important assignment. Managers who can’t trust their teams to meet expectations will often end up tired and inefficient as they attempt to take on too many duties that can affect their productivity. 


In Conclusion 
Some interpret the word “micromanagement” to be a style of management, and others define it as being “hands-on”. In truth, micromanagement depletes confidence, creates a feeling of distrust, and wastes time. 
What is needed instead is home of empowerment, an environment where employees thrive by feeling like a part of the process and that they have been given the chance to succeed.

At Borderless, empowerment is core to our strategy in hiring and retaining great talents. This always has a profound effect on their productivity and outcomes.

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