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The strategy you need to manage that micromanager

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I once worked for a man who was incredibly intelligent, had an insatiable appetite for complexity, and an unimpeachable set of values. The only problem was that he loved details. He would often ask me questions that I couldn’t answer—not because I wasn’t good at my job, but because his questions were about details that only the people working two or three steps below me could know the answers.

One day, after asking me a question that lay deeply buried in the weeds of my project, I turned to him and asked, “Doug, why would I know that?” We held each other’s gaze for what seemed like an eternity before he smiled, quietly stood up, and left my office shaking his head. That was the last time he asked.

More often than not, your micromanaging boss isn’t a bad person. When they interfere with your work, it’s not because they don’t trust you, and it’s not because you’re not doing your job. It’s simply because they don’t feel secure enough to let go of control, and they don’t understand the implications of what they’re doing.

The ramifications can be incredibly damaging. People need........

© Fast Company

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