Micromanagement…

A Micromanagement style, as stated in my earlier comments, is sometimes a necessary evil predicated upon the maturity level of the team. However it is the Leadership who is ultimately accountable/responsible to set the tone for  the management style that is acceptable, and that which is not. You cannot root out ‘micromanagers’ like some sort of witch hunt within the organization. Such a style needs to be ‘designed’ out of the organization’s systems and processes. In fact a ‘delegating/stewardship’ style of management should be recognized and rewarded and micromanagement styles should be challenged and discouraged.

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Micromanagement is a fact. It is sometimes the only style a manager or leader has in his/her tool box. Sure you can tell your manager/leader that you dislike being micromanaged. That you find the environment too toxic because of micromanagement. That you cannot perform at your best when you are being micromanaged.
Let me know how that turns out for you….

Or you can focus on doing what is within your control, and do those things to the highest degree of perfection and quality that you possibly can. Focus on this inner zone of driving and addressing tasks and activities that are within your control and not being impacted or influenced by your manager/leader’s micromanagement – as difficult as that may seem. You will be amazed at how much better you are able to deal with a ‘Micromanagement’ leadership style as a result.

Best of luck!

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Leadership style is a function of the situation,  as very aptly explained in Hersey and Blanchard’s famous model on Situational Leadership. One’s leadership style fluctuates between highly directive and highly supportive when:
A.  dealing with teams who are low on competency and low on commitment) and less directive and less supportive when:
B. dealing with teams who are high on competence and high on commitment.

Leaders tend to micromanagement when dealing with teams like ‘A’ above.
Ideally, as teams mature and become more competent and committed, leaders tend to use less of directive and supportive behaviours (less micromanagement). If teams have matured and are fully reliable and capable, yet the leader continues to micromanage, you have a problem.

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