Harry defended himself by saying that he was following rules he’d heard in training: to increase teamwork, bring people together often; review production in your group often so you can keep people on track; give immediate feedback in public so everyone can learn from one person’s mistakes. But Harry is a micromanager. Instead of making things better, he made them worse. He created frustration and dissention and stifled his staff’s initiative.
To read the rest of this article from the Philadelphia Business Journal, see: Micromanagers just don’t know when to let up http://www.bizjournals.com/philadelphia/print-edition/2010/10/29/micromanagers-just-dont-know-when-to.html
Micromanagers rarely have enough time for the important tasks. They’re too busy managing the minutiae. Of course, good managers make sure important tasks are done right. But micromanagers think everything is a priority. They can’t distinguish between what’s crucial for them to be doing with their own hands and what’s a waste of their time. They’re usually nit-picking perfectionists with all-or-none thinking.
Micromanaging is usually driven by narcissism and fear. Harry thought he was the only one who knew how to do things right. He was afraid that if he let others forge ahead, they’d fail and his career would be derailed. Also, he was afraid that if he gave his staff freedom, someone might outshine him.
Breaking the micromanaging habit is difficult. Typically, as in Harry’s case, understanding when and why he developed the habit didn’t change his behavior.
But there was a way Harry’s manager could eliminate the high cost of Harry’s addiction to low attitudes. She could help him change his behavior.