Can Micromanaging Ever Be A Good Thing?


WHEN WE THINK about micromanagers, we always picture a manager extremely taking a hands-on attitude in his employees. He would be standing right behind his workers, watching them work to every last detail, breathing down their neck, and pointing out each mistake.

However, the problem with micromanagers is not their extreme attention to detail (perfectionism) or their constant supervision with their employees – sometimes the problem comes from lack of trust that affects an employee’s morale. It limits their ability to grow and develop their skills in the company.

On this same note, micromanagement can also be a good thing. Healthy and positive micromanaging can result to a productive workplace. Everyone knows their job and responsibilities well; everyone feels important and is given more autonomy. A productive workplace will have more lenient leaders who will not overdo their roles as overseers.

In an ideal workplace, everyone is progressing with their projects, everyone has positive contributions to the company, and everyone is accountable. You have profit, progress, and success at every department. All your employees are happy, engaged, and motivated to work. However, this doesn’t happen all too often and most of the time, work becomes a source of stress and anxiety.

Leaders who are bad at micromanaging not only disempower their members. They also ruin confidence and hurt performance. They frustrate them to the point that they quit. A great leader manages a team to deliver results and sets up those around him for success. He doesn’t prevent employees from taking responsibility for the work they do. In fact, they empower their employees to excel; they do not hoard opportunities, nor stagnate a person’s skill.

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A micromanager will resist delegating tasks to employees. His reasons may vary from mistrust to the fear of losing position. Either way, the micromanager will hoard tasks, reasoning that his subordinates can’t handle the proposed work.

A micromanager will constantly oversee projects of others. Supervision is a good thing if it improves the employees’ productivity. However, too much control and it breeds anxious dependability that will create a bad environment not only for the manager, but also the employer.

A micromanager will discourage subordinates to make decisions. Part of being a manager is to handle every decision and to ensure that every employee does his job right. However, small details that could have created freedom and creativity to the employees’ work are controlled by micromanagers.

How to Stop Micromanaging

  1. Recognize Corporate Realities

Work doesn’t have to be too detailed that it borders on stifling; instead it should be precise and on goal. A manager that understands this will know which projects need more attention, and which ones need less time and attention.

  1. Hire Accountable People

It’s easy to manage a company when you have accountable people. Great companies can hold positions open for more than a year until they find someone fit for the job. After hiring, newbies receive proper training from team leaders. They articulate expectations clearly, and assess strengths and weaknesses of the candidate.

  1. Help Members Be Accountable to Each Other

There’s nothing like peer pressure to drive and correct behavior. When members are held accountable to each other, they create a culture founded on honesty, trust and reliability. Because everyone understands their roles, they can help one another by providing genuine feedback on performance.

  1. Improve Listening Skills

Leaders often fail to listen to their members. Sometimes, they’re so preoccupied with following the system that they miss important insights made by their employees.   When we take time to listen, we learn more and direct people better to change. Sometimes, we discover solutions when we listen.

  1. Empowerment and Accountability

A great team is built upon empowerment and accountability. Managers must create the right balance between these two have employees to encourage better initiative and innovation.


  • Micromanaging limits the ability of managed people to grow and develop.
  • Without micromanagement, everyone will feel trusted and motivated to work.
  • The best way to stop micromanaging is to make every employee accountable to one another.


Armela Escalona
Armela Escalona
ARMELA is a freelance writer and content marketer. Her works have been published in various blogs, magazines, and new sites on the web. She writes about business, startups, and technology

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