How can you thrive under a micromanaging boss?
It’s not easy working under a micromanager. It’s gruelingly painful and can drain you mentally, intellectually, and emotionally. It’s one of the most cited reasons for people to leave their organizations, and it undermines the morale the organization has so painstakingly created. No matter how agitated you might be when your manager is severely micromanaging, you see their kind, considerate side sometimes, and wonder who they are.
The reality is, they’re genuine people who can’t seem to let things go. They aren’t always doing that just to be cold, rude, and arrogant. They may have just learned really bad habits. Sometimes they’re super stressed and want to meet their goals. It could still drain you.
We, as a mental health company understand how debilitating it can be for you, and have come up with strategies you can take to navigate your daily work life better and take care of the micromanaging situation.
Why are micromanagers the way they are?
Need for control and perfectionism
Micromanagers often have an inherent need for control, driven by their desire to do things a certain way. They may believe that their methods are the only way to achieve success, leading them to oversee even the smallest details of their team’s work. This perfectionist mindset can make it difficult for them to delegate tasks or trust others to deliver high-quality results. While this approach might stem from a genuine commitment to excellence, it often results in inefficiencies and frustration among team members.
Sheer lack of trust and confidence
There’s a deep-seated lack of trust in the capabilities of others. Micromanagers may believe that their team lacks the skills or commitment necessary to deliver results independently. This distrust may not always reflect reality but rather the manager’s inability to let go of control. Such a mindset can create a toxic cycle where employees feel demotivated and fail to perform to their full potential, further reinforcing the micromanager’s skepticism.
Insecurity and fear of failure
Managers who feel unsure about their own abilities or fear criticism from higher-ups may resort to micromanagement as a way to shield themselves from failure. By maintaining tight control over their team, they hope to prevent mistakes that could reflect poorly on them. However, this fear-driven behavior often backfires, as it alienates employees and inhibits their creativity.
Past experiences and role modeling
If they worked under a micromanager themselves or were exposed to a culture that equated strict oversight with success, they may unconsciously replicate those patterns. Alternatively, they might micromanage as a reaction to past instances where a lack of supervision led to errors or failures. These experiences can shape their belief that close monitoring is essential for success, even if it creates unnecessary stress and inefficiencies in the long run.
How can you survive a micromanaging boss?
1. Try and give them the benefit of the doubt
If you feel like your relationship with your manager is becoming more tense than usual, take a moment to take a breather and ask them how they’re doing. Check-in with them as a human being. See if they are really stressed. More often than not, they are going to tell you the truth.
Many people have built a lot of deep rapport with their leaders simply by asking them this question. Treat them like the human they are. Share what’s happening and how they are making you feel, without playing the blame game.
2. Offer a counter solution
Instead of them having to call you or send you a Slack message every 15 minutes, you can set up a shared document where you can go type your update and then maybe other team members. This is a plea to do something to change challenging or unrealistic, and in the process, you give them what they need. Think about what you’re going to do to make sure that you stay happy and productive.
3. Gather support from your team, but don’t crowd up on them
If you’re suddenly feeling too much pressure from your micromanager, others are feeling the same way too. Get them together and talk to them in an actionable way. Ask them if they have noticed patterns. Beware of this session becoming a gossip session. Keep it super productive, and come up with a plan and talk to them as a team.
4. Overcommunicate to soothe their fears
They’re always worried about what’s happening when you’re not in contact with them. That’s one of the reasons why they keep coming back to you every few minutes or hours. If you don’t share anything, they are going to be left in the dark. The best way to beat this is to keep them informed at all times, without getting burnt out. Tell them what you’re working on, what you’ve already done, and what you’ll get done by the end of the day. For a micromanager, in particular, overcommunicating builds trust.
5. Think ahead of them and prepare
Consider what your manager will want if X happens. Anticipate their needs depending on the pattern you’ve observed. What might they call about? What might they want constant updates about? Prepare for them so you don’t get overwhelmed. If you can schedule messages or emails about the past days’ or hours’ updates in the morning, so it can go out before they approach you.
6. Try to understand where they’re coming from
Observe their behavior and try to discern the root cause. Are they worried about meeting deadlines or quality standards? Are they under scrutiny from their superiors? Use respectful dialogue to understand their expectations. "I notice you're very involved in the details of our projects. Is there something specific you're concerned about?" Show willingness to meet their needs without feeling controlled.
7. Set boundaries wherever you can
The key is to approach the situation diplomatically, ensuring that your boundaries are clear yet respectful of their position. If you’re not available for updates after 4 pm, block your calendar accordingly, and inform them, after scheduling updates in advance. When discussing boundaries, use positive language that emphasizes your commitment to achieving shared goals.
For instance, you could say, “I want to ensure I meet expectations, but I’ve noticed that more frequent check-ins sometimes interrupt my ability to focus. Could we shift to a regular update schedule so I can dedicate uninterrupted time to the project?” By framing it as a solution rather than a critique, you’re more likely to gain their cooperation.
It’s also helpful to reinforce these boundaries with consistent actions. If you’ve agreed on periodic updates, stick to the schedule and provide thorough, proactive communication.
8. Evaluate yourself and your work
Are you doing things to make your manager nervous? Like taking multiple breaks during the day, logging in late, or signing off early without any information? Are you doing things that could trigger them into panicking? Evaluate your work quality and behavior, and see if there’s room for improvement. This could be a great starting point in moderating your manager’s behavior before it gets out of hand.
9. Work on increasing trust wherever you can
Wherever possible, show them the good work you’ve done even without their direct supervision, like call recordings, or feedback you’ve received from another co-worker, manager, or customer. This shows that you’re capable, are an expert at what you’re doing, and have everything in control. This action also decreases the micromanager’s urge to rescue you from yourself. They will then shift focus to those who need their help.
Conclusion
While micromanaging often stems from a place of concern or a desire for control, its impact on employees and overall productivity can be detrimental. Addressing this management style requires empathy, open communication, and a proactive approach to building trust and autonomy within the team.
Understanding the micromanager’s perspective while setting clear boundaries can create a healthier, more collaborative work environment. By addressing micromanagement thoughtfully, both leaders and team members can work toward a dynamic where everyone thrives.