The boss decided to make some changes. They always do. Typical workplace stuff. We all know that feeling when the higher-ups want to shake things up. Especially when they have not asked for anyone’s input. In this case, our boss felt that the staff wasn’t communicating what we were doing well enough or often enough. Fair enough, right? I get it…if you don’t know what your staff is working on…you should ask. Communication is key in any organization!
But what happened next was a lesson in what not to do as a leader.
She decided to implement a once-per-week report. The idea was to keep everyone in the loop and ensure we were all on the same page. But after about a month, she changed her mind. Suddenly, we were required to submit these reports once per day. It felt like a never-ending cycle of reporting our every move. And the worst part about this micromanagement craziness? She refused to listen to anyone who dared to suggest that this was a tad bit ridiculous, let alone all-out ridiculous. She even threatened to fire people who didn’t comply.
Fast forward a bit, and the boss was eventually let go for other reasons. But the scars of micromanagement remained for all of us. And for me, even today, years later. It got me thinking – up-and-coming leaders need to learn that micromanaging will never make things better!
It is detrimental to workplace morale and productivity.
So, what exactly is micromanaging? Well, it's when a manager or leader hovers over their team, scrutinizing every detail and constantly interfering in their work. It's like having someone look over your shoulder while you try to do your job, and it's about as fun as it sounds. But let's dive deeper into why micromanaging is wrong from a psychological perspective.
Trust is a fundamental element in any working relationship. When a leader micromanages, it sends a clear message to their team – "I don't trust you." This lack of trust can have a profound impact on an employee's self-esteem and job satisfaction. It can make them feel incompetent and undervalued. Over time, this erodes their motivation and can lead to burnout.
From a psychological standpoint, micromanaging can also hinder creativity and problem-solving. When employees feel like they're constantly being watched and corrected, they become less likely to take risks or offer innovative solutions. They start to focus on pleasing their boss rather than doing what's best for the company.
Moreover, micromanaging can create a culture of dependency. Team members become reliant on their boss for every decision, unable to think for themselves or take initiative. This not only slows down the workflow but also stifles individual growth and development.
Leaders must have a "be better and do better" attitude. Micromanaging doesn't lead to success; it leads to frustration, demotivation, and stagnation. Trust is the foundation of any effective working relationship, and it's crucial for leaders to trust their team members. Micromanagement not only damages trust but also hampers creativity and growth.
As leaders, it's our responsibility to empower our teams and provide guidance when necessary, but also give them the freedom to excel and learn from their mistakes. So, let's leave micromanagement in the past and focus on building a workplace culture where trust, collaboration, and innovation flourish.
That's the path to true success, both for leaders and their teams.