Managing Up

11The Micromanager

“The wise adapt themselves to circumstances, as water molds itself to the pitcher.”

—Chinese proverb

 

Real‐Life Story

Mia was at her wit's end. As the program director for a medium‐sized non‐profit, she was responsible for creating and executing programs and reported directly to the founder and executive director. Although Mia was an experienced program director with many years of experience, her boss needed to see and approve everything that Mia produced. Every memo, every project, and every programmatic decision had to be reviewed and approved. Although her title was “Director” Mia wasn't allowed to direct anything. She had no autonomy and no opportunity to use her experience or expertise. Instead she simply took orders and functioned as an assistant. She hated it.

 

Nobody likes to be micromanaged. Having someone draped over your shoulder, constantly scrutinizing your every move is frustrating and soul crushing. Human beings have an innate neuropsychological need for some level of autonomy, so a boss who denies you this can be very difficult on both an emotional level and a workplace engagement level. In addition to being incredibly frustrating, having an overcontrolling boss can and will stunt your professional growth and development. Micromanagers who dictate and control your every move prevent you from exercising independent thought, creative problem solving, and risk taking – all things that lead to growth.

Being micromanaged is always the ...