Managing Micromanagement Part 1

Micromanagement: "To direct or control in a detailed, often meddlesome manner."(1)

My working definition is: The over-involvement of a Board or Board members in the day-to-day business of running a community association.

We don't need to belabor the point... but I will. Micromanagement is time-consuming, energy draining, ever maddening and demoralizing busy-work that accomplishes little. Micromanagers call, email, hover and then they call some more. They want to know what's going on. They hold meetings. They hold more meetings. They keep you on the phone. They call back. They re-write your correspondence. They want the financials done differently. They find the 10-cent error on page 24. They find the one typo on a 30-page board pack and call you on it. They re-invent the wheel. They give constant and detailed feedback focusing on minutiae. They suck up your time and drain your energy. They suck up their own time and energy as well, though few seem to recognize it. In short, micromanagement translates into a massive amount of wasted energy on your part, and theirs.

We know they do it, but do we know why do they micromanage? Why, yes, yes, we do!

1. The micromanagers have no idea of their true role. A lot of a Boards' or Board member's micromanaging ways are due to the fact that they have no idea what is expected of them, or of what their duties are, thus they jump in with all four feet in an attempt to manage it all. They think they’re functionaries, instead of policymakers and leaders.

2. The micromanager is asked to be on the Board because of their profession. Because the Board member was called to service for a specific reason (e.g., CPA) that member ends up reviewing items specific to their profession. Unfortunately, that Board member, being unclear on their true role, doesn't just interpret the facets of their specialty for the Board; they end up over-scrutinizing each task or performing that task themselves. In this (very) common scenario, that Board member has been set up to micromanage: The professional has unwittingly become a staff member without pay. This form of micromanagement was not exactly the intention of the Board or the volunteer, but it is the end result.

3. Micromanagers may be fearful. Many micromanaging Boards or Board members fear making a wrong decision and then answering to the membership... who were last seen carrying torches and pitchforks heading to a meeting. Of course, the Board could make all right decisions and still face the wrath of unhinged homeowners. Not a great position in which to be, and one we need to understand from our side of the table. Everyone wants to be liked; unfortunately sitting on a Board of Directors isn't always conducive to that need.

4. Sometimes, micromanagers are just plain bored. Boredom plays a major role in micromanagement, especially in those 55+ communities. Many folks may have retired too early thinking golf and poker would take up the slack, yet come to find out they just don't have enough activities to fill up the time on their hands. Thus, the community association and/or its manager become the hobby of the eternally bored (especially problematic for onsite managers).

5. They've been burned. Many of us have taken over a community where the previous manager was less than competent. If a Board or Board members have been through this scenario once, twice, or more (!), it can lead to a serious distrust of all management. The result is the Board, or a member thereof, will micromanage the staff until they feel comfortable with that staff's capabilities. And maybe then some. :-/

6. Many micromanagers are unable to subordinate the self (they have big egos). Many people get an ego-boost from serving on a Board of Directors. Some of the more extreme cases micromanage because, after all, they are so smart, the association manager (and the rest of the Board, for that matter) couldn't possibly do as good a job as they; after all,?they are indispensable to the community!

7. Micromanagers believe they care about the community more than the manager because they own the asset. In the eyes of many micromanagers, their actions are justified in that they have a vested, financial and political interest in the community, where staff does not. Although it’s a seemingly powerful argument, the fundamental premise is flawed: The manager is impartial to the various agendas of individuals and issues within that community. This impartial position is only available to someone with no special political or financial connection to anything in that community.

The Wrap

Micromanagement is one of our industry's biggest challenges. We all know about it, but like the weather, what are we going to do about it? Seemingly, not a lot; however, if we can understand why it occurs, then perhaps we can also use some simple, as well as more advanced techniques, to better deal with micromanagement to make our lives better, more efficient, effective, and far less maddening. Stay tuned for more next month, we’ll delve right into managing that micromanagement! find

(1) thefreedictionary.com

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