Facing A Micromanager
Saw this in today's Investor's Business Daily, thought you'd enjoy it.
DECIDE UPON YOUR TRUE DREAMS AND GOALS
Facing A Micromanager
You’re working furiously to finish a task when a shadow falls across your desk. It’s the boss, checking on your progress. Before you can say anything, he’s slipped behind you. Now he’s reading over your shoulder and matching your proposed figures to his budget.
You feel like screaming.
Before you do, think about this: If you learn how to work with your micromanager, you’ll be more likely to achieve your goals.
Filing a complaint with the firm might seem tempting, but before you resort that, try to cope with the situation by learning how to manage your micromanager.
In a September 2004 study on micromanagement conducted by Harvard Business Review, Jim Goodnight, chief executive of SAS Institute in Cary, N.C., said employees shouldn’t expect to be left alone until they’ve showed they can handle it. The path to independence is paved with outstanding performance.
“Employees who perform well earn the right to make decisions without having the CEO look over their shoulders,” Goodnight said.
By learning how to work along with your micromanager, you’ll be more likely to turn in the kind of results that garner your boss’s respect and trust, making you less of a target for micromanagement.
Whatever you do, avoid trying to “fix” the micromanager, says Harry Chambers, author of “My Way or the Highway: The Micromanagement Survival Guide.”
Instead, take these steps:
Learn about the micromanager’s true dreams and goals.
“If you can discover their primary interests, you can lessen their perceived need to micromanage by increasing your responsiveness to those interests,” Chambers said.
Give the scoop before he asks.
“Pre-emptive anticipation is probably the single most effective strategy you can initiate with micromanagers,” Chambers said. “Get out in front of information. Do not wait to be asked.”
Write down your goals and his expectations.
Because micromanagers get antsy when they perceive that projects aren’t moving forward, Chambers suggests submitting regular, one-page reports that summarize your current responsibilities and clarify his expectations.
Stay clear on priorities.
Micromanagers tend to pile work on. Manage that by getting your boss to rate the importance of each task with a system of letters, numbers or colorcodes so you are clear on what means the most to him.
Deal with deadlines directly.
Perhaps you’ve noticed that micromanagers like to impose or even change deadlines. Be the first out of the gate on bringing them up.
“Offer your time line before they impose a deadline,” Chambers said. Example: “I can have this proposal to you by next Friday.”
Live by the rules.
This is no time to be a rebel. “Micromanagers always have their antennae up, trying to detect . . . violations,” he said. “Do not make yourself a target.”
Document success.
It’s up to you to inform micromanagers when you’ve pulled off a big success or played a critical role in helping the company meet its goals. “Connect the dots for them,” Chambers said.
Amy Alexander
You feel like screaming.
Before you do, think about this: If you learn how to work with your micromanager, you’ll be more likely to achieve your goals.
Filing a complaint with the firm might seem tempting, but before you resort that, try to cope with the situation by learning how to manage your micromanager.
In a September 2004 study on micromanagement conducted by Harvard Business Review, Jim Goodnight, chief executive of SAS Institute in Cary, N.C., said employees shouldn’t expect to be left alone until they’ve showed they can handle it. The path to independence is paved with outstanding performance.
“Employees who perform well earn the right to make decisions without having the CEO look over their shoulders,” Goodnight said.
By learning how to work along with your micromanager, you’ll be more likely to turn in the kind of results that garner your boss’s respect and trust, making you less of a target for micromanagement.
Whatever you do, avoid trying to “fix” the micromanager, says Harry Chambers, author of “My Way or the Highway: The Micromanagement Survival Guide.”
Instead, take these steps:
Learn about the micromanager’s true dreams and goals.
“If you can discover their primary interests, you can lessen their perceived need to micromanage by increasing your responsiveness to those interests,” Chambers said.
Give the scoop before he asks.
“Pre-emptive anticipation is probably the single most effective strategy you can initiate with micromanagers,” Chambers said. “Get out in front of information. Do not wait to be asked.”
Write down your goals and his expectations.
Because micromanagers get antsy when they perceive that projects aren’t moving forward, Chambers suggests submitting regular, one-page reports that summarize your current responsibilities and clarify his expectations.
Stay clear on priorities.
Micromanagers tend to pile work on. Manage that by getting your boss to rate the importance of each task with a system of letters, numbers or colorcodes so you are clear on what means the most to him.
Deal with deadlines directly.
Perhaps you’ve noticed that micromanagers like to impose or even change deadlines. Be the first out of the gate on bringing them up.
“Offer your time line before they impose a deadline,” Chambers said. Example: “I can have this proposal to you by next Friday.”
Live by the rules.
This is no time to be a rebel. “Micromanagers always have their antennae up, trying to detect . . . violations,” he said. “Do not make yourself a target.”
Document success.
It’s up to you to inform micromanagers when you’ve pulled off a big success or played a critical role in helping the company meet its goals. “Connect the dots for them,” Chambers said.
Amy Alexander
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