As I work with organizations to plan strategically for the future, a big theme that continues to come up in conversations is the challenge dealing with the micromanagement approach. This is often tied to a discussion about change management. While some members of a leadership team see the need for and are implementing change, they’re rubbing up against managers or supervisors who are digging in their heels, unwilling to let go of control.
In our post-pandemic world this is becoming a more common problem than ever before. Why? Because our workplaces and organizations have evolved at a pace that exceeds many people’s comfort levels.
While going back to the old ways of doing things is no longer an option, some people struggle with letting go of control. Their response is to double down and micromanage.
Fear vs ego
To some this is seen as an ego response, but I view it as fear based. Fear of more change. Fear of the unknown. And most often, fear of no longer being relevant.
When people are afraid, they tend to hold on tighter – both physically and psychologically. Does it make them bad people? No. Just scared.
However, this intense need to micromanage vs empowering staff is most likely going to push people away instead of drawing them closer. If you’ve ever worked for a micromanager, you know how unmotivating it can be. It leaves no room for creativity, fresh perspectives or personal growth.
Dimming bright lights
Years ago, I was hired as a consultant for a large fundraising campaign. My one-year contract had clear roles and responsibilities. I accepted the position based on what was outlined in the contract as it promised to be a great opportunity to stretch my wings and make a difference.
Within a week of starting the position my wings were clipped. It became clear that the person I reported to subscribed to the micromanagement vs empowerment approach. He viewed me more as a personal assistant, doing his cast-off jobs, instead of being a valued team member. I began to realize he was also threatened by me so he looked for ways to minimize my opportunities to shine, preferring to shine the light on himself.
As you can imagine, it didn’t take long for my light to dim. I went from being excited about the role, wanting to draw upon my depth of experience and fresh ideas to counting the days until the contract was over.
While I tried a variety of approaches to get around this barrier, micromanagers excel at sucking the oxygen out of a room and dimming bright lights.
Does this sound familiar? I’m sure my experience isn’t unique to me.
Making a shift
So how do you get micromanagers to make the shift to empowering their team members? Honestly that depends on the organizational culture, how long the individual has been allowed to micromanage and their own willingness to make the shift.
One common dominator is the fact that change needs to start at the top with leaders who believe in empowering staff. It’s about leading by example.
And is the organization committed to empowering its employees? If yes, part of this empowerment is investing in leadership training for managers. Help them gain the skills to make the shift instead of ignoring their fear (often because we’re uncomfortable having the tough conversations).
Recognizing everyone isn’t willing to change, the organization also needs to determine what it values more – micromanagement or empowerment. We’ve all heard the saying, if you’re not on the team get off the bus.
At some point, leaders need to make the tough decisions of who’s on the team, and who needs to get off the bus.
I get that this is easier for corporations, who understand the cost of decreased productivity, versus non-profits or government organizations that are less comfortable with buy outs. But I can assure you, the cost of keeping micromanagers who dim the lights of your brightest staff is much greater than any severance package.
Be the change
Change is constant and happening at a faster pace than ever before. The individuals and organizations that embrace the change and look for ways to empower each other will excel. Those who want to hold on tight to the past will be left in the dust.
I encourage you to examine your own leadership approach. Are you someone who empowers those around you? Or are you holding on tight to control?
What shifts do you need to make to empower others and yourself?
As I say to my kids, you can be the passenger or driver in your life and career. Which seat you sit in is completely up to you. Make the changes that are needed to ensure you’re enjoying the ride.