You’re dealing with a micromanager. How can you get them to back off?

Behind every micromanagement, there is hidden motto. We need to identify the root cause behind it. If we fail to update them in time, or if we fail to meet their timeline expectations, or if we aren't setting the right expectations from the start. If the expectations are unrealistic, then we should be vocal to address our challenges. We may give some additional inputs or feedback to get that amended.

To address a micromanager, it's important to establish open communication. Express your willingness to take on responsibility and provide regular updates on progress. Additionally, demonstrate competence and reliability in your work to build trust and gradually encourage them to delegate tasks with greater autonomy.

You only recognize a micromanager when you start working very closely, and once identified, take it as an opportunity and pick out patterns of their behavior. This will help you set the boundaries with that person. You need to discuss this with them as openly as you can. Tell them how you work and how you noticed their working style. Come to a common ground that works for both of you so that the productivity and quality of work is not compromised. Anyone who micromanages will always be very result driven as well, so make sure to stick on the timelines or set realistic timelines. Very importantly, keep them informed - you can maintain a tracker or give them viewer access or a day start/end catch up.

Empathy, respect and initiative. How much do we know about our manager and the micromanagement behaviour? Probably not much. Probably this behaviour is not in the manager's full awareness, in appeareance it may have given good results, but has anyone stood up to it? We may not know. Respecting our manager's journey and carreer experience as a people manager is a way to empathize, set boundaries and start positive communication. The time that our manager has been a people manager may be fairly recent. Lastly take the initiative to set fundamental aspects of how you work the best, communicate the fact that you will not perform at your very best if you are being micromanaged be clear about your preferences of communication and productivity.

In navigating a micromanager's oversight, I advocate for a proactive approach. By training oneself to provide detailed information and follow reporting protocols before being prompted, trust is fostered. Regular updates, demonstrating accountability, and offering insights into progress can reassure micromanagers and alleviate their need for constant oversight. This proactive stance not only empowers individuals but also promotes a more collaborative and trusting relationship with the manager, ultimately easing their inclination to micromanage.

I fully endorse the advice to 'Communicate frequently' from my own experience. Not every instance of micromanagement requires an extensive two-hour feedback session—a brief reminder can suffice. I specifically used the term 'reminder' because, based on my experience, regular, friendly reminders are far more effective than venting frustrations. This approach works much better. :-)

Avoiding a micromanager can be challenging, but there are a few strategies that you can try. First, make sure that you are communicating with your supervisor regularly. Establish clear expectations and goals for your work, and keep your supervisor informed of your progress. This will help to build trust between you and your supervisor, which can reduce the need for them to micromanage. Second, try to take initiative and be proactive in your work. Anticipate what your supervisor might need or want, and take action without being told. This can demonstrate that you are capable and independent, which can help to reduce micromanagement. -HC

From personal experience, a piece of advice: Just because I feel that I am showing all my results to my boss doesn't necessarily mean they feel the same, which might contribute to a lack of trust. It can be valuable to ask, 'How do you determine that I have completed this task to your satisfaction?' It's definitely worth trying. :-)

Be clear on your feedback to them that you do not appreciate the micromanagement. Recently heard a podcast from Nassim Taleb (google him!) - he used to write a resignation letter on day 1 and keep it in the drawer which gave him the confidence to do what was right. Even if it means disagreeing with his boss. So your best work is hindered by a micromanager - tell her. Remember that she hired you for your skills and capabilities. You need to get the space for demonstrating the same. It need not be confrontational however it has to be made clear.

If previous attempts to communicate with your micromanager have not been successful, you can take advantage of knowing their behavior. When the next issue arises that you anticipate the micromanager will want to intervene in, consider proactively approaching them and asking them to manage the task. This approach is recommended only if you have a trusting relationship with your boss and are not risking your job with this somewhat provocative action. Additionally, ensure this conversation happens privately to avoid embarrassing your boss in front of others. Sometimes, this progressive approach can help change the other person's perspective. Good luck. :-)