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micromanagement

Micromanagement
Micromanagement from the manager’s perspective 960 540 nbempong

Micromanagement from the manager’s perspective

Micromanagement from the manager’s perspective  

We all love a good moan about micromanagement. It is one of the most damaging things an employee can experience. We rarely look at it from another perspective. What about when an employee forces a manager to double-check everything they do? Do we ever consider how it feels to be forced to micromanage someone? 

1. The drain on your time 

Micromanaging takes time. You end up doing your job and a large portion of someone else’s. The knowledge that you are ultimately responsible will drive you to double-check another’s work. You have no choice but to check work from someone that has repeatedly let you down. The other option is to let them get on with it and hope for the best. Easier said than done if your neck is on the line.   

2. The stress 

Not all managers enjoy confrontation. It can be awkward to let someone know that you do not trust them to carry out their work. If you have a good relationship, then it’s even worse. The time you’re spending on them, means you have less to do the work you’re supposed to. It becomes much easier for you to miss deadlines and allow your own work to deteriorate.    

3. Micromanagement forces more micromanagement 

Micromanagement is a slippery slope. Once you start, it creates factors that lead to you doing more of it. People who don’t feel trusted lose initiative. The less initiative they show, the more you must micromanage. This feeds on itself till you’re telling them how to do everything.

Conclusion 

Most instances of micromanagement are due to the manager’s actions. However, there are times when the employee leaves the manager no choice. In rare instance there are only two steps for the manager.

  • Provide training and encouragement that will allow the employee to gain the competence and confidence to work under reduced supervision.  
  • If training and encouragement don’t cut it then review the position. The person may not be a good fit. You can move them to a more suitable position in your organisation. Where this isn’t possible, you can help them to move into a more suitable position in another organisation. 

I would love to hear instances where you’ve had to micromanage. How did you get out of the vicious circle? Let’s share our solutions with other in the same position.  

If you would like to discuss this further or have questions related to IT Recruitment in London contact us on hello@sapientrecruitment.co.uk. You can also call 020 7566 1199 or visit our site and arrange a call-back www.sapientrecruitment.co.uk/contact