HR’s Role in Spotting and Stopping a Micromanager

Micromanagement can break down organizational culture.?

The damage done by those who perpetuate this management style is not only real, but its effects can be contagious, especially if micromanagers have several direct reports or oversee multiple teams.

Research from Gallup highlights that micromanaged teams may appear content but typically suffer from poor performance, stifled creativity, and low job satisfaction due to a work environment where employees feel unable to make independent decisions or take ownership of their tasks.

In light of such detrimental effects, HR’s role in identifying and curtailing micromanagement becomes crucial. The Journal of Experimental Psychology reports that employees who perceive themselves as micromanaged tend to perform significantly worse, highlighting the need for HR professionals to address micromanagement behaviors proactively. By understanding the typical behaviors of micromanagers and implementing strategies to mitigate these actions, HR can protect organizational well-being and guide managers toward more effective leadership styles that foster a culture of trust and empowerment.

What is a Micromanager?

A micromanager is a manager or supervisor who tries to overmanage their employees and take control of every project. Micromanagers are “helicopter bosses,” always trying to oversee every decision their employees make, even—and especially—when it’s not necessary.?

A micromanager cares more about controlling employees than developing them. Micromanaging behaviors can have many causes, like pressure from higher-ups or fear of failure. It can break down trust between employees and managers and cause a significant dip in morale.

Even just one micromanager can have a widespread effect on morale, satisfaction, and productivity across a whole organization. Although micromanaging has some tell-tale signs, it’s not always easy to spot. Employees may feel nervous to report a manager for these behaviors – but that’s where HR can step in.

5 Micromanagement Behaviors (and How to Stop Them)

HR must proactively address signs of micromanagement early to spot and stop a micromanager before the adverse effects drive out your best people. At the same time, HR can implement strategies to help micromanagers find better ways to lead their teams.

And how do micromanagers operate? Here are some typical behaviors they show:

1. They’re inflexible

A micromanager can have a rigid mindset and want to stick to the processes they’re familiar with, leading to a lack of flexibility for the entire team. While a good manager can pivot and adapt to the needs of their team, a micromanager can get easily stressed and upset when it comes to changes.?

What HR can do:?

• Embrace flexibility across the organization to help embed it into the culture
• Provide resources and training on how managers can adapt to regular changes and pivot without added stress, such as mindfulness techniques

2. They require constant updates or approval

It’s not hard to imagine why constant updates or needing approval for every task could get in the way of meaningful work. In fact, only 19% of employees say frequent check-ins and status meetings make them more productive, according to a report from Slingshot , but micromanagers have a need to be in the loop about every detail.?

To make matters worse, check-ins aren’t quick—they’re typically unnecessary face-to-face meetings or overly detailed reports on a project's status.?

What HR can do:

• Put specific processes in place for the cadence of project updates, including guidelines on when check-ins become a hindrance
• Encourage managers to make check-ins quick and asynchronous, such as a few short bullets on what progress is being made

3. They set unrealistic expectations and deadlines

Micromanagers will have clear expectations and deadlines – but they’re usually not realistic for employees to hit. Goals may be overly ambitious. The constant status updates they require can make achieving such goals even harder.

What HR can do:

• Help managers measure their employees’ output to understand what is and isn’t achievable
• Encourage managers to look at each employee individually to help set expectations that work for them

4. They have difficulty delegating tasks

Micromanagers tend to believe that employees are incapable of doing the tasks needed and may prefer to take over the task to ensure it is done “right.” Even if an employee has found a faster or more efficient way to do things, micromanagers tend to stick to what they know and don’t leave much room for innovation or experimentation. As a result, employees may lose confidence in their abilities and find less value in their work.

What HR can do:

• Help managers address the root issue of why they have difficulty delegating, such as a need for control or fear of mistakes
• Provide leadership development opportunities to help managers hone their delegation and other leadership skills

5. They overcomplicate tasks

An effective manager will assign an employee a task and trust that they can do it independently. However, micromanagers tend to overcomplicate things, as they want to ensure things are done the “right” way. Complicated instructions for simple processes can slow operations and cause workers to use their time less efficiently.

What HR can do:?

• Emphasize the importance of trusting workers to get their work done without unnecessary supervision
• Lead by example by keeping instructions and communications from higher-ups simple and concise

Final Thoughts

Micromanagers can harm people, workplace culture, and the business’s bottom line. Yet, with proper guidance and training, managers can learn more effective ways to lead teams, delegate tasks, and foster a culture of trust. HR plays a critical role in spotting and stopping micromanagers before their behaviors affect the organization and offering resources and training to create a healthier and more productive environment.

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