Category Archives: Micromanagement

Micromanagement Kills Productivity

The other day I had posted a conversation on Ted.com and was delighted to get an interesting comment. This individual had mentioned that her ideal employer would be one that explains why we do certain processes. Also, another ideal quality would be an employer that does not micromanage. I was so glad that these things were brought up because it is a subject that my peers have passionately discussed in the past. Why do managers think that micromanaging is actually helping? In reality, it does more harm than good.

To start, I’m going to dive into this post by discussing the first part of this person’s comment: why the company exists and why do we do the procedures. Nothing is worse than being trained by someone who only shows you how to go through the motions but doesn’t give an explanation. It is important for employers to train in a way that allows employees to get a full understanding of why they do certain things and how it impacts the business. If all an employer does is train an employee how to do “A. B. and C.” and nothing further, then the employee’s thought process most likely will end there.

A good training program should almost be like a story. For example, a trainer should show an employee how to do “function A.” but also explain what that function’s purpose is and why it’s important to the company. Giving this background and additional information will allow employees to have a clearer picture and retain information easier. Additionally, giving employees those details can allow them to be innovative. If an employee truly understands why they do specific tasks, they may be able to figure out a better and more efficient way to get to the end result. Essentially, you’re allowing employees to have the knowledge and ability to take their job duties a step further.

Once the employees get the swing of things, managers need to learn how to loosen up on their micromanagement. It is perfectly OK to mentor them this way in the beginning since new hires are bound to make a few mistakes through the first few months, but managers need to eventually give them room to do their job without breathing down their necks. Micromanagers feel like they need to be in control of things because they believe that is the only way they can ensure results. Contrary to their belief, it actually kills productivity rather than helps.

These employees were hired for a reason: they are competent; they are educated; and they have experience. In other words, this isn’t their first rodeo. Once they learn the basics of how your company works, what the processes are, and what the expectations are, then they should be good go. If they are micromanaged after that point, it can cause a few issues:

• Employees will be distracted by constant monitoring.
• Employees will feel like they aren’t trusted by the employer.
• It will cause stress and frustration.
• It will limit employees’ feelings of empowerment, accountability, and responsibility.
• Micromanaged timelines may actually slow down efficient employees.
• Constant updates and status meetings will take time away from the actual task at hand.
• It will kill employees’ drives to be creative, innovative, and find better solutions.
• It will make employees question their abilities and limit their professional growth.
• It will make employees feel disrespected.
• And—it’ s just generally suffocating.

When I was recruiting, I used to hate it when I received a job order alert, and within a minute my manager was hounding me about filling the order. At that point, I had barely even got time to read the job requirements before she was down my back. (I often wondered if she had some sort of super power to read the e-mail and get to my desk that fast). Anyway, she started to come off hostile by doing this and employee morale went down tremendously. The stress from being micromanaged caused employees to be unhappy at work to the point where absenteeism and turnover became high. Without these employees present, the company lost a lot of business because there wasn’t enough manpower to keep them competitive.

If you want employees to be happy and engaged, then give them the freedom to do their work. They are capable professionals. The best thing a manager can do is to give employees clear goals and timelines then allow them to work on it without having their every move observed. Even without micromanaging, managers can still make themselves available to the employees if they have questions or need guidance. Perhaps this is a suggestion to keep both ends happy?

If you’re a micromanager, please try to loosen up the control a bit. Your employees will appreciate you for it and you may end up discovering that giving them the empowerment will allow them to be more productive. Giving them the “why” in their training can allow them to be exceptional employees without the need for hand-holding.

Links:
Ted.com
Forbes-How to Manage a Micromanager

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