The Shocking Cost of Micromanagement & How to Fix it Today

INTRODUCTION

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How many direct reports do you have? Do you trust the people who work for you? Are you willing to let others lead? Does everything have to be done right every single time??

A 2012 HBR article found that CEOs’ span of control had doubled over the previous two decades, with the number of direct reports reaching close to ten. At the same time,

“CEO confidence in their own executive-leadership teams has fallen from 74% in the first half of 2021 to about 66% in 2022.”

Less trust and more control do not make for a more successful business model.?

Many factors can lead a CEO to be controlling. For me, the failure of my first business haunted me when I opened my next business. I micromanaged to avoid another failure, but that just left me exhausted, more distrustful, and my team frustrated.?

I don’t want that for any CEO, but luckily, there is an alternative. The best way I’ve found to release controlling tendencies and increase well-being is Positive Intelligence.?

POSITIVE INTELLIGENCE?

Positive Intelligence is a program created by Shirzad Chamine. It’s based on recognizing that invisible mental habits and behaviors subtly yet significantly sabotage our success. These saboteurs hijack the mind and prevent us from achieving our full potential for both success and happiness.?

“Positive Intelligence is ultimately about action and results. Its tools and techniques are a synthesis of the best practices in neuroscience, performance science, positive psychology and cognitive psychology.” Shirzad Chamine.

?For a more in-depth explanation of my experience with positive intelligence, see this article.?

SABOTEUR: CONTROLLER?

There are ten saboteurs; I’ve written about The Judge and The Hyper-Achiever. This week, I’ll discuss the Controller, one of the top saboteurs I see among leaders.?

The characteristics of the Controller Saboteur are:?

? Strong energy and an anxiety-based need to control and take charge

? Connect with others through competition, challenge, physicality, or conflict rather than softer emotions

? Willful, confrontational, straight talker

? Push people beyond their comfort zone

? Comes alive when doing the impossible and beating the odds

? Stimulated by and connects through conflict

? Surprised that others get hurt

? Intimidate others

? In-your-face communication interpreted by others as anger or criticism

?While some of these characteristics may seem positive or even necessary for a CEO, there are serious consequences to connecting through competition, pushing people, and intimidating others with communication and demands.

?The Controller Saboteur often manifests in behaviors such as micromanagement, impatience, and an insistence on taking charge, even in situations where delegation would be more effective. CEOs and leaders plagued by the Controller Saboteur may believe they’re improving outcomes by maintaining oversight—but in reality, this often backfires, leading to strained relationships. The pressure to control every outcome creates constant stress, making it difficult to disconnect, as the relentless need for oversight prevents rest and rejuvenation, potentially leading to burnout.?

Over the past few years, in various settings, I have asked hundreds of CEOs and leaders to write a secret—something they have never shared—about how they really feel inside. They anonymously write their answers on 3-5 cards and turn them in. I’ve received every type of answer you can imagine because even though they are secret, they are universally shared feelings, almost without exception.

I’ve selected some of the statements to help illustrate the insidious nature of The Controller when unrecognized and unchecked.?

Statement 1: “I worry that if I don’t oversee every aspect of my business, something will slip, and it will be my fault.”?

Statement 2: “I feel the need to manage every detail because I don’t trust others to deliver the quality I expect.”?

Statement 3: “When things don’t go as planned, I find myself taking over instead of letting my team handle it.”

Explanation: These statements underscore how the Controller Saboteur can create a self-perpetuating cycle of mistrust, overwork, and frustration. For leaders, the desire to control everything isn’t simply about high standards but a profound fear of losing control or appearing vulnerable.?

CHARACTERISTICS & IMPACTS?

When the Controller Saboteur is focused on PERFECTIONISM, leaders feel that only they can execute tasks to perfection. This creates a constant sense of urgency and a need to fix or steer situations to avoid perceived risks. This can result in a constant FEAR OF FAILURE and feeling responsible for every detail of the organization’s outcomes.?

When the Controller Saboteur is focused on MICROMANAGING, leaders become overly distrust about others’ capabilities, resulting in a pattern of excessive oversight. This can result in frequent CONFLICT, as team members may feel restricted and undervalued, with a lack of genuine trust within the workplace.?

When the Controller Saboteur is focused on TEAM PERFORMANCE, leaders don’t trust their team to handle responsibilities independently, creativity and initiative can decline, inhibiting innovative problem-solving. This can result in a CONTROLLING ATMOSPHERE that contributes to employee burnout and turnover.?

CONSEQUENCES AT WORK?

In a leadership role, the Controller Saboteur can have a profound impact on team morale, productivity, and company culture. Some examples are:?

1.???? Inhibits Collaboration and Trust?

Constant control limits the professional growth of employees, as they are not given opportunities to learn from their own experiences and mistakes. Team members may feel disempowered, leading to reduced motivation and lack of engagement.?

2.???? Increased Stress and Burnout?

Employees may experience stress from feeling constantly watched or managed, leading to reduced well-being. A LinkedIn survey found that 7 out of 10 workers said they would leave a job because of bad management. ?Talented team members want work environments that offer autonomy and trust, and if they leave that reduces the organization’s ability to retain top talent.?

3.???? Diminished Decision-Making and Creativity?

When a leader attempts to single-handedly control decisions, diverse viewpoints and creative solutions can be overlooked. A controlling environment often deters individuals from taking risks, as they may fear reprisal or harsh judgment.?

DON’T WORRY, BE HAPPY & LET GO OF CONTROL!?

The most effective strategy for counteracting saboteurs is to develop your SAGE, the inner part of the mind focused on empathy, gratitude, and intrinsic motivation. This is how you minimize a saboteur’s negative impact on you and in your business.?

The following steps can help leaders begin to let go of the Control Saboteur:?

1.???? Sage Step 1: Catch the Saboteur?

Recognize when the Controller Saboteur is taking over. Pay attention to when you feel the urge to micromanage or intervene. Is it necessary? Is it about the business or your need to control??

2.???? Sage Step 2: Pause & Breathe?

Practicing mindfulness or “PQ Reps” (Positive Intelligence exercises) can help in calming the need for control, allowing you to see situations objectively.?

3.???? Sage Step 3: Celebrate!?

Shift your focus to celebrating small moments of trust and empowerment within your team. This not only strengthens your Sage perspective but also reinforces a positive team culture.?

Shifting from Controller to Sage

The key difference between the controller and sage mindset is how you lead others toward a desired outcome. When operating as a controller, you tend to push others—driving them toward your goal. This often leads to resistance or reluctant compliance, neither of which fosters enthusiasm or long-term collaboration. In contrast, the sage mindset inspires and engages, pulling people toward the outcome by using empathy, curiosity, and innovation.

Here’s how each sage mode works:

1.???? Empathize Step into their shoes. Understand their feelings, needs, and desires related to your desired outcome. This may lead you to adjust your goal to better align with their needs, creating a more meaningful and shared vision.

2.???? Explore Get curious. Seek to understand their perspectives and experiences. This helps you see the situation more fully and might even shift or refine your desired outcome based on what you learn.

3.???? Innovate Co-create. Ask for their ideas about what to do and how to achieve it. Their input can improve both the goal and the plan for reaching it, while fostering buy-in and excitement.

By using these sage strategies, you connect more deeply with those you aim to lead. You’ll likely find that the process flows more naturally, feels more positive, and generates greater enthusiasm. Isn’t that cool??

While the Controller Saboteur has successfully convinced you that you and you alone can get it done, that is the not the truth. The consequences of a being a controlling leader are real. Employees quit and that costs money. For example, the cost of turnover from 2014-2019 was estimated to be US$223 billion dollars. Through the power of Positive Intelligence, there is a way to access your strengths (confidence, action-oriented, decisive, persistent, able to do the right thing—even if unpopular) without giving in to perfectionism, distrust, and micromanagement.?

Thank You!?

This newsletter is possible because of the engagement and support of readers like you. I deeply respect your time and trust, and thank you for being here. Here’s to continuing on this transformative journey and unlocking the true potential within us all!?

Mark Taylor

Where Manhattan CEOs Go to Grow

Vistage NYC

Direct: 212.867.5849

www.marktaylor.nyc