?When the Client Micromanages, Should You Keep Going or Say "Enough"?

One of the most frustrating challenges for Senior Project Managers is dealing with clients who insist on controlling every detail of a project. When this happens, the original plan is derailed, the team's autonomy is compromised, and the PM faces a critical ethical decision: continue under less-than-optimal conditions or make the ethical choice to step back and protect the quality of the work and the well-being of the team. This dilemma is compounded when micromanagement is accompanied by another increasingly common phenomenon: the pressure to praise those who work late nights and weekends and the subtle expectation for others to do the same.

Micromanagement: A Counterproductive Approach

Micromanagement, though often driven by good intentions like ensuring success or minimizing risks, tends to backfire. Some of the most common consequences of micromanagement include:

• Lack of trust in the team: When a client or superior constantly scrutinizes every detail, it sends the message that they don’t trust the team’s ability to make sound decisions. This leads to frustration and decreased motivation, as team members feel their skills are undervalued.
• Loss of autonomy: Micromanaged teams lose their ability to be proactive. Rather than solving problems efficiently, they wait for instructions on every move, slowing down progress and reducing their capacity to adapt to unforeseen issues.
• Deviation from objectives: Focusing on irrelevant details or disorganized corrections can cause the project to lose its strategic direction. The time spent adjusting small, non-essential aspects leads to delays and often results in final products that fail to meet the initial vision.

In this context, micromanagement not only hampers team productivity but also creates an unhealthy work environment. Pressuring people to work extra hours or on weekends exacerbates the situation, fostering a vicious and unethical cycle.

The "Silent Pressure" Culture: Praising Those Who Work Overtime

A common phenomenon in micromanaged environments is the subtle glorification of those who work beyond regular hours. It’s easy to notice how some team members who stay late or work weekends are praised for their "commitment," while those who stick to regular work hours feel pressured to do the same to avoid being perceived as less dedicated.

This type of pressure creates several issues:

Burnout culture: Promoting the idea that only those who work beyond normal hours are committed to the project’s success fosters a toxic environment that leads to burnout. "Extra work" becomes the norm, and teams quickly exhaust themselves, losing effectiveness.

Team inequality: Praising only those who put in extra hours creates a division within the team. Those who choose to maintain a balance between personal and professional life may be seen as less committed, affecting both their morale and performance.

Decreased real productivity: Working more hours doesn’t mean working better. In fact, lack of rest and burnout can lead to mistakes and a decrease in work quality. In the long run, this kind of culture reduces productivity rather than increasing it.

Invisible pressure: Even if it’s not explicitly stated, the culture of praising "night workers" and subtly pressuring others to follow their example creates powerful, silent pressure. Those uncomfortable with working outside regular hours may feel inadequate, impacting both their well-being and their relationship with their work.

How to Manage Micromanagement and Overtime Pressure

When faced with these challenges, the role of the Senior Project Manager is crucial. Here are some approaches to handling these issues:

• Defend the value of efficient work: A Senior PM should advocate for productivity based on efficiency, not the number of hours worked. They must make it clear that the quality and impact of the work are more important than the time invested, and that a team that rests and maintains a healthy work-life balance is more effective in the long term.
• Set clear boundaries: A PM must foster a healthy work culture where boundaries are respected. This includes honoring the personal time of team members and not promoting a culture where only those who work outside regular hours are valued.
• Open communication with the client: When a client micromanages and encourages overwork, it’s vital to maintain open, honest communication. Professionally explaining how these practices affect the team—and therefore the project—helps find solutions that keep the project on track without sacrificing morale and quality.
• Recognize the entire team, not just those who work extra hours: The PM should be equitable in recognition. Valuing only those who work overtime creates a perception of favoritism that undermines team cohesion. It’s crucial to acknowledge achievements based on effective contributions, not the number of hours worked.

Ethics as a Pillar of Management

Micromanagement and overtime pressure are two sides of the same coin. Both arise from a lack of trust and the misconception that more control or more hours worked equals better results. As Senior Project Managers, it’s our responsibility to create an environment where efficient work, autonomy, and team well-being are prioritized.

In the end, professional ethics isn’t just about meeting client expectations, but about doing so in a way that protects both the project’s goals and the mental and physical health of the team. Knowing when to step in, when to speak up, and when to set boundaries is key to the success of any project—and is what distinguishes a good Project Manager from a great one.

Bibliography:

Harvard Business Review Gallo, A. (2011). How to Deal with a Micromanaging Boss. Harvard Business Review. Available at: https://hbr.org/2011/03/how-to-deal-with-a-micromanaging

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McKinsey & Company Barton, D., & Carey, D. (2017). Are you too much of a micromanager?. McKinsey Quarterly. Available at: https://www.mckinsey.com/business-functions/organization/our-insights/are-you-too-much-of-a-micromanager

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Psychology Today Chamorro-Premuzic, T. (2019). Why Leaders Micromanage and How It’s Damaging Your Team. Psychology Today. Available at: https://www.psychologytoday.com/us/blog/the-skeptical-leader/201906/why-leaders-micromanage-and-how-it-s-damaging-your-team

World Health Organization (WHO) World Health Organization. (2019). Burn-out an “occupational phenomenon”: International Classification of Diseases. Available at: https://www.who.int/news/item/28-05-2019-burn-out-an-occupational-phenomenon-international-classification-of-diseases

Stanford University Study on Productivity Pencavel, J. (2014). The Productivity of Working Hours. Stanford University, Working Paper No. 821. Available at: https://siepr.stanford.edu/publications/working-papers/productivity-working-hours

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