Jill Geisler: What kind of micromanager are you? 

Don’t take offense at this column’s headline. Yes, it assumes you are a micromanager. But even though micromanaging has a negative reputation, it isn’t always a sign of poor leadership. Sometimes it’s exactly what you should do. 

Before we dig into the when, why and how of micromanagement, let me share my description: Micromanagers are supervisors who exercise a high degree of scrutiny control over and participation in the work of those they manage.  

We know that most workers appreciate a healthy degree of autonomy in their daily work. This is why their higher-ups give them clear goals, provide feedback and support and, most of all, trust them to do the right thing without significant supervision. 

But it doesn’t always happen that way. Some bosses stay close to front-line activities, checking in often, interceding on employees’ decision-making and even undoing or redoing their work.  

Rationales for micromanaging 

Why does it happen? It’s easy to assume those managers are control freaks — and that might be the case. But there could be other reasons:  

• Some managers think they’re rolling up their sleeves to show people, “I wouldn’t ask you to do anything I wouldn’t do.”  
• Some managers report to bosses who expect them to keep a tight leash on the team. 
• Some are leading change and want to be more present with the team, to reinforce the new ways of operating. 
• Some lead short-staffed teams and must operate as player/coaches, which means their roles can get blurred and misunderstood.  
• Some had bosses or mentors who were micromanagers and therefore assume it’s normative behavior.  
• Some have been burned by employees they trusted and have become hypervigilant with everyone.  
• Some micromanage only underperformers so they can help them grow or ascertain whether they’re able to improve. 

You may see yourself somewhere on that list. That’s why I asked what kind of micromanager you are, because at some time or other, you’ll play that part. The question is whether it is helpful or hurtful to your team — as well as to your relationships and reputation. 

3 categories of micromanagers 

Here are three main categories of micromanager, starting with the one I like the best. 

Strategic. Most of the time, strategic micromanagers delegate decision-making to the lowest possible level on their team, so the people on the front lines feel both empowered and trusted. Nonetheless, they let people know that there can be important exceptions. These managers explain when a decision needs to be theirs alone, theirs with staff input or delegated to staff.^a 

Strategic micromanagers recognize that certain people — those who are new, insecure or resistant to change — might need more oversight. These managers know certain circumstances require them to be more hands-on, perhaps in the redesign of a workflow or organizational chart, or in a campaign to promote more cross-functional collaboration. In such circumstances, participation by top managers reinforces the importance of the agenda. They can take charge or take part, and then, when things are going well, take off. But their “special occasion” micromanagement is understood and even appreciated by staff.  

Sporadic. These managers have a tendency to micromanage ebbs and flows. Unlike strategic micromanagers, they operate more by “gut” rather than plan. They may find some front-line work appealing and interesting (especially if it’s work they used to do), so they drop in, dabble or tell employees, “This is how I’d do it if were you.” It’s especially problematic if the work at hand is high-profile or highly desirable. The staff may describe their boss as one who shows up on the front lines only for image-building, not genuine guidance or support. 

Sporadic micromanagers may snap into action in response to real or perceived pressure from above. They start hovering over their teams, taking decision-making away or making changes unilaterally. They think they’re solving problems. Maybe they are, maybe not.  

Here’s the problem: They’re not involving staff. They can get reputations as classic seagull managers, a phrase coined by management expert Ken Blanchard.^b Seagulls swoop in, poop and then move on. Employees take cover when they see them coming.  

Chronic. I hope this isn’t you. If so, you may see significant turnover on your staff because they don’t feel trusted. Chronic micromanagers make decisions employees could make. They take the lead on projects that direct reports could handle. They require staff to keep records or measure things that are important only to them and not required by the organization. They focus on the tiniest errors in otherwise solid work. They routinely change something employees created or make them undo a plan. And as they do this, they think it’s simply what’s best for everyone and what a manager is expected to do. 

But it’s not true. Chronic micromanagers may be talented and may view their actions as proof of their high standards. But others see them as domineering, egotistical and impossible to please. It leads them to look for better bosses. 

How to be an effective micromanager 

What are the keys to being the right kind of micromanager? Follow the 4 T’s. 

Transparency. If you’re going to keep a close eye on a project or a person, tell them why, for how long and what form the oversight will take Here are two ways you could that: 

“I know this reorganization is going to be challenging, so I’m going to be on the front lines at the beginning. I’ll be part of brainstorming, and then I’ll want regular updates. My goal is to get things rolling and then move back and let you run with it.”  

“This vendor can be difficult to deal with. I’m going to make an appearance at the meeting so we have a unified front.” 

Timing. Don’t be the boss who ignores a project until the last minute then jumps in to make changes that, had they been discussed earlier, could have avoided frustration and extra work. You may want to be the final set of eyes on a report or plan, but if it’s close to deadline, remember the difference between a rescue and a redecoration. A rescue is focused on correcting errors or adding key content or context. A redecoration focuses on style points, often subjective. I like to tell managers to rescue when it’s essential and redecorate with an appointment. 

Tone. Think about how you sound when you’re directing your team. Do your questions come off as accusations or traps? Do you sound interested or frustrated? Are you coming off as a coach or a corrections officer?^c These self-reflections  are especially important if most of your communication is written, rather than face-to-face. Memos and emails can seem more harsh  than an in-person conversation. If your input is important, make sure it carries the tone you intend. 

Team Impact. Ask yourself: Does my participation in my team’s work make people feel smarter or dumber? Does it add to their work when it doesn’t need to? Most important, do they believe that I trust them? If you’re not sure, consider asking your team for feedback.  

Here’s what you may learn: If you’re successfully strategic, they’ll tell you they don’t feel micromanaged at all.  

Footnotes

a. Geisler, J., “10 questions for leaders who want to be better delegators,” hfm, October 2024.
b. Coleman, C., “No day at the beach: The destructive impact of seagull managers,” Culturewise, June 3, 2024.
c. Geisler, J., “The best healthcare finance leaders are also great coaches,” hfm, September 2023.