Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 4, Issue 47;   November 24, 2004: Are You Micromanaging Yourself?

Are You Micromanaging Yourself?

by

Feeling distrusted and undervalued, we often attribute the problem to the behavior of others — to the micromanager who might be mistreating us. We tend not to examine our own contributions to the difficulty. Are you micromanaging yourself?

Judging by the almost-universal understanding of the term micromanager, many of us have experienced micromanagement. It's pretty easy to detect micromanaging when someone else is doing it, but it's difficult to see it when we're doing it ourselves. Micromanagers are everywhere — even inside us.

One reason it's so hard to see our own micromanaging behavior is our reluctance to face the possibility that we're hurting other people. That's why our own behavior can be easier to see if we look at how we micromanage ourselves.

A sleeping dog

Tobias, 11 years old, sleeping on the floor. No guilt detectable here. Photo by Teles, courtesy Wikimedia Commons.

Here are some warning signs that your inner micromanager might need some retraining:

  • You feel guilty about sleeping late, even on your days off, and even if you're exhausted.
  • Whenever you get a parking ticket, you feel really horrible — out of all proportion to the offense.
  • You don't have a "free" minute. Every bit of time is accounted for. It's been months since you've had the experience of just hanging out, in the way you did so easily in your teens.
  • You berate yourself if you do something just well enough. You could have done better.
  • You rarely celebrate achievements or acknowledge successes, because you're afraid that if you do, you might get too comfortable or ease off.
  • When you put anything at all on your To-Do list, you have a clear idea of the right way to do it. You rarely let yourself try new or more interesting approaches.
  • Micromanagement
    is difficult to detect
    when we're doing
    it ourselves
    When you travel somewhere, even for a routine errand, you always take the "best" route — never trying a different, more scenic, or more adventurous one.
  • You constantly ask yourself when you'll complete some particular task. When you do complete it, or if it goes on hold for reasons beyond your control, you start nagging yourself about some other task.
  • You question yourself about decisions you can't undo.
  • You blame yourself if a decision you made turns out badly, even if you did your best with the information you had at the time.
  • You compare yourself to others, especially when the comparison is unfavorable to you. You give too little weight — or don't even acknowledge — aspects of those comparisons that are favorable to you.
  • You don't trust yourself with difficult decisions. You give more weight to the advice of others, even when they couldn't possibly know any more than you do.
  • You keep a close eye on all your spending, requiring that every penny be accounted for and every expenditure be justified.

If any of these rang bells, and you want some training for your inner micromanager, remember that there's no best way to do it. Any way that works is a good way. On your next day off, you can start by sleeping late. Go to top Top  Next issue: Decisions, Decisions: II  Next Issue

303 Secrets of Workplace PoliticsIs every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info

More about micromanagement

I'm glad he isn't my bossThere Are No Micromanagers  [January 7, 2004]
If you're a manager who micromanages, you're probably trying as best you can to help your organization meet its responsibilities. Still, you might feel that people are unhappy — that whatever you're doing isn't working. There is another way.

A sleeping dogAre You Micromanaging Yourself?  [November 24, 2004]
Feeling distrusted and undervalued, we often attribute the problem to the behavior of others — to the micromanager who might be mistreating us. We tend not to examine our own contributions to the difficulty. Are you micromanaging yourself?

The 1991 eruption of Mount PinatuboManaging Pressure: Communications and Expectations  [December 13, 2006]
Pressed repeatedly for "status" reports, you might guess that they don't want status — they want progress. Things can get so nutty that responding to the status requests gets in the way of doing the job. How does this happen and what can you do about it? Here's Part I of a little catalog of tactics and strategies for dealing with pressure.

Freeway damage in the 1989 Loma Prieta, California, EarthquakeManaging Pressure: The Unexpected  [December 20, 2006]
When projects falter, we expect demands for status and explanations. What's puzzling is how often this happens to projects that aren't in trouble. Here's Part II of a catalog of strategies for managing pressure.

One of the Franklin Milestones on the Boston Post RoadManaging Pressure: Milestones and Deliveries  [December 27, 2006]
Pressed repeatedly for "status" reports, you might guess that they don't want status — they want progress. Things can get so nutty that responding to the status requests gets in the way of doing the job. How does this happen and what can you do about it? Here's Part III of a set of tactics and strategies for dealing with pressure.

Captain William BlighHow to Tell If You Work for a Nanomanager  [March 7, 2007]
By now, we've all heard of micromanagers, and some have experienced micromanagement firsthand. Some of us have even micromanaged others. But there's a breed of micromanagers whose behavior is so outlandish that they need a category of their own.

The USS Doyle as DMS-34, when she played The CaineReverse Micromanagement  [July 18, 2007]
Micromanagement is too familiar to too many of us. Less familiar is inappropriate interference in the reverse direction — in the work of our supervisors or even higher in the chain. Disciplinary action isn't always helpful, especially when some of the causes of reverse micromanagement are organizational.

Damage to Purple Loosestrife due to feeding by the galerucella beetleLateral Micromanagement  [September 10, 2008]
Lateral micromanagement is the unwelcome intrusion by one co-worker into the responsibilities of another. Far more than run-of-the-mill bossiness, it's often a concerted attempt to gain organizational power and rank, and it is toxic to teams.

The Niagara River and cantilever bridgeBottlenecks: I  [February 4, 2015]
Some people take on so much work that they become "bottlenecks." The people around them repeatedly find themselves stuck, awaiting responses or decisions. Why does this happen and what are the costs?

A schematic representation of a MOSFETBottlenecks: II  [February 11, 2015]
When some people take on so much work that they become "bottlenecks," they expose the organization to risks. Managing those risks is a first step to ending the bottlenecking pattern.

A demanding managerWhat Micromanaging Is and Isn't  [April 14, 2021]
Micromanaging is a dysfunctional pattern of management behavior, involving interference in the work others are supposedly doing. Confusion about what it is and what it isn't makes effective response difficult.

Eurasian cranes migrating to Meyghan Salt Lake, Markazi Province of IranOn Schedule Conflicts  [May 10, 2023]
Schedule conflicts happen from time to time, even when the organization is healthy and all is well. But when schedule conflicts are common, they might indicate that the organization is trying to do too much with too few people.

Your comments are welcome

Would you like to see your comments posted here? rbrenfHlRlTgqCIXkUHBTner@ChacrEuHRQPYVKkOucGfoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

This article in its entirety was written by a 
          human being. No machine intelligence was involved in any way.Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Emotions at Work:

An iceberg in Antarctica's Gerlache Strait, March 1962The Uses of Empathy
Even though empathy skills are somewhat undervalued in the workplace context, we do use them, for good and for ill. What is empathy? How is it relevant at work?
Ruth Bader Ginsburg in 2016How to Listen to Someone Who's Dead Wrong
Sometimes we must listen attentively to someone with whom we strongly disagree. The urge to interrupt can be overpowering. How can we maintain enough self-control to really listen?
Barack Obama, 44th President of the United StatesPower Affect
Expressing one's organizational power to others is essential to maintaining it. Expressing power one does not yet have is just as useful in attaining it.
A monarch butterfly emerges from its chrysalisThe Storming Puzzle: I
Tuckman's model of small group development, best known as "Forming-Storming-Norming-Performing," applies to today's task-oriented work groups — if we adapt our understanding of it. If we don't adapt, the model appears to conflict with reality.
Image of Hurricane Isabel by Astronaut Ed Lu, taken from the International Space Station, September 15, 2003The Storming Puzzle: II
For some task-oriented work groups, Tuckman's model of small group development doesn't seem to fit. Storming seems to be absent, or Storming never ends. To learn how this illusion forms, look closely at Satir's Change Model and at what we call a task-oriented work group.

See also Emotions at Work and Emotions at Work for more related articles.

Forthcoming issues of Point Lookout

Someone got the wrong information about which sneakers to wear on which feetComing April 30: On Planning in Plan-Hostile Environments: II
When we finally execute plans, we encounter obstacles. So we find workarounds or adjust the plans. But there are times when nothing we try gets us back on track. When this happens for nearly every plan, we might be working in a plan-hostile environment. Available here and by RSS on April 30.
A dramatization of a mobbing incidentAnd on May 7: Subject Matter Bullying
Most workplace bullying tactics have analogs in the schoolyard — isolation, physical attacks, name-calling, and rumor-mongering are common examples. Subject matter bullying might be an exception, because it requires expertise in a sophisticated knowledge domain. And that's where trouble begins. Available here and by RSS on May 7.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenfHlRlTgqCIXkUHBTner@ChacrEuHRQPYVKkOucGfoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Bluesky, or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
101 Tips for Managing ConflictFed up with tense, explosive meetings? Are you the target of a bully? Learn how to make peace with conflict.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
Comprehensive collection of all e-books and e-bookletsSave a bundle and even more important save time! Order the Combo Package and download all ebooks and tips books at once.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.