Micromanager Test
I frequently review my team's work to ensure accuracy.
Assigning responsibilities to others doesn't come easily to me.
I provide thorough guidance for all assignments, no matter how simple they seem.
Even when my staff does excellent work, I usually adjust it slightly.
I'm concerned that errors made by my team could damage my reputation.
I like my team members to follow identical procedures for their duties.
I have confidence in my employees to choose wisely on their own.
I regularly end up revising my team's output from scratch.
Tasks only meet my standards when I oversee them directly.
I seldom let anyone else lead initiatives instead of me.
I want my team to consult me before starting any unfamiliar activities.
I don't mind how my employees accomplish their goals as long as results are achieved.
I devote considerable attention to how things are done.
All team members, even the most capable ones, require regular oversight.
I want my staff to report their progress to me regularly.
I watch my colleagues carefully to confirm they're performing correctly.
I think people do their best work when they have total autonomy.
I seek progress reports from my team more often than peers in comparable positions.
I ask my staff for comprehensive breakdowns of their daily activities.
I often consider potential problems that could arise during projects.
20 questions remaining
What You Should Know
- In the workplace, micromanaging usually means that a boss is too controlling of their employees' work. This often shows up as too many check-ins, nitpicking small details, or insisting on being asked about even small choices.
- People can micromanage each other in relationships, like when one partner micromanages the other. Parents can also micromanage their kids. Sometimes, "overfunctioning" is another word for interpersonal micromanaging.
- Surveys of employees show that micromanaging bosses are common, but the damage they do is very different from person to person. Some are only annoying sometimes, but others can really hurt employee morale and productivity.
- Micromanagers may be driven by hubris or a feeling of superiority over their staff. Studies show that micromanaging can be a type of workplace bullying when it is done on purpose and to hurt the employee.
- Micromanaging can also be caused by anxiety or insecurity. For example, a leader who isn't sure of their skills or is afraid of being blamed for a team's mistakes may be too controlling.
- Bosses who micromanage because they are worried, not because they are arrogant, are more likely to want to change their behaviour. They might be able to work on their insecurity or need for control by talking to a therapist.
Change Now
Check in on yourself regularly. Looking at your expectations and actions every so often can help you find the right balance between micromanaging and checking out.
Know why you do what you do: Figuring out why you micromanage some situations but not others could help you find the right balance and become a better leader.
Treat each employee as an individual. Some people do better when they are watched, while others do better when they are left alone. Change the way you do things based on how well they work, their personality, and their likes and dislikes.
