Lisa raced into the Human Resource office of our Environmental Engineering Company one morning and plopped down into my visitor’s chair.
I was ready to listen.
“Do you know when I came to work today I found everything on top of my desk laying at exactly 90˚ angles. And my drawers were cleaned and sorted.”
“Could you find anything?”
“No,” Lisa smiled for just a moment. “That’s not the worst of it though. When I told my boss what had happened. She already knew about it. She had been the one that straightened everything! She thought I should be grateful.”
Lisa’s boss is behaving like a micromanager in other words a control freak; leaving employees feeling spied upon and stressed because they assume the boss is always looking for a mistake. Otherwise why would she spend so much time pointing out obvious details or asking all the time about the progress of a project rather than being a partner in reaching the goals of a project? A micromanager at her worse is a bully.
Employees need a micromanaging boss to change and treat employees with
A boss always breathing downs someone’s neck invites feelings of fear in employees.
Many ways exist for any project to reach goals successfully; there is not one “perfect” way.
When Janine arrived for her appointment one morning I could see she was visibly upset.
“. . . I paused for a moment after we had reviewed my final drawings for the landfill design. He looked up at me and shooed me out of the room. Shooed me out! I felt like I was a hen in a chicken coop. He had already started talking on his cell phone. He gave me zero feedback. If he could have even said, “thank you”, so I would feel something positive . . .”
“Does he often say ‘thank you’ to other members of your work group?”
At that Janine’s eyes opened wide with a startled expression. She said emphatically, “No, never!” and relaxed a bit. “He didn’t criticize the plans, he didn’t make any suggestions, so I assumed everything was good and he would show some appreciation.”
Janine’s boss is quite the opposite of Lisa’s. He is a macromanager. His employees find him distant and cold. Here is an example of a boss who is unavailable because he is always traveling, taking calls on his cell phone or even ignoring employees. The behavior is sometimes called macromanaging; often it is referred to as lack of leadership.
Employees need a macromanaging boss to change by
*clearly stating project goals,
*respecting the different assets of each employee, and
*sharing input and encouragement as projects progress.
A boss that seems distant and apathetic will invite feelings of resentment in employees.
A boss who sets clearly defined goals, deadlines and guidelines while respecting team work will reach success in a much happier work atmosphere.
When both the micromanager and the macromanager learn good leadership skills the payoff will be the satisfaction of high quality final results. Here are a few important skills a boss needs to acquire.
Adapt the skills of the working group to the needs of the project.
Plan ahead: schedule meetings at important points during the progress of the project.
Be clear about the times s/he is available if something unexpected arises.
Show appropriate appreciation and encouragement during the project.
A boss using leadership skills will succeed in providing a comfortable workplace, happier employees and better project results.
Micromanagement and Macromanagement by crystallinks
Hell Hath No Fury like a Micromanaged Workforce by Julie Ireland
Top 5 Reasons Why Employees Hate Their Bosses (And What Bosses Can Do About It) by Ben Welch
Confessions of a Former Micromanager by Maelene J. Myers
Toleration of Workplace Bullies from the Business Research Lab
Micromanagement – The Opposite of Leadership by Jim Porto
Are you a Micromanager? from reyadel.wordpress.com