How to – Stop the Micromanaging If you have ever had a boss who micromanages, you know first hand that their actions communicate a lack of trust in the professional abilities of their employees. Rather than feel encouraged and independent, the employee feels limited independence at work. Micromanaging interferes with the ability to actually get the job done. Constant monitoring on the part of the boss deprives the employee of learning how to be self sufficient and developing good judgment and ingenuity to get projects and assignments completed.

There are a myriad of reasons that a manager will micromanage: bad history, trust issues, hyper- responsibility, over-the-top need for control. It actually doesn’t matter why because you are not a psychologist and work is not a therapy session. The goal is to create an environment where work goals and objectives can be successfully accomplished and employees can develop and handle increasing levels of responsibility.

If you want the behavior to stop, try negotiating some of the following strategies:

• Send daily email updates of critical work assignments.

• Hold a weekly call/meeting that can serve as a progress report.

• Identify critical milestones that are not negotiable, and dates for review.

• Determine deadlines and soft-deadlines (when an item is due for review, prior to the actual deadline).

• Establish how a need for support and guidance will be communicated.

• Agree on clear and attainable standards for success so that work can meet those standards.

Closely scrutinizing employees is not the best use of a manager’s time. If you think the boss can and should back off a bit, negotiate a process that works for both of you. The outcome can lead to a better work relationship and a better work product.  12:23 PM •