When it’s Ok to Micromanage

Micromanagement can be extremely effective in the right circumstances. Especially by a skilled manager.

Everyone is aware of what micromanagement is. No one likes being micromanaged on a daily basis.

People feel some resentment to the manager who is watching and checking their every move. No room to think or experiment, just toe the line and follow orders and have your work checked!

So many articles have been written about how terrible it is and how to avoid it. In this blog I’m going to discuss how to use it effectively.

In certain circumstances micromanagement is a tool that can be used to get an outcome. And while it has an impact, it’s never a style that should be used for leading or managing a team in the normal course of business.  We all know this, but good leaders time it for best effect.

Here are five occasions when it’s ok to micromanage.

1. Attention to Detail in Critical Situations: In certain scenarios, especially in a catastrophic situation, during high-stakes projects or in the early stages of a startup, a manager’s close attention to detail and hands-on involvement can be invaluable. This doesn’t mean managers doubt their team’s competence, but rather, they understand the importance of every detail aligning perfectly to achieve a bigger vision. This phase is often temporary, aiming to set a standard or mitigate significant risks.
   
   
2. Developing and Training Teams: Managers focusing on upskilling their team might temporarily adopt a micromanagement approach to coach individuals through complex tasks. By showing, rather than just telling, they can transfer knowledge more effectively and ensure that their team members are competent and confident in their roles. It’s about building capability with a focus on eventual autonomy.
   
   
3. Understanding the Nuts and Bolts: A Manager who deeply understands the intricacies of their business operations is better positioned to make informed strategic decisions. This doesn’t necessarily mean they always intervene at the micro-level, but they have the capability to do so when needed. It ensures that strategic decisions are grounded in operational reality, enhancing both efficiency and effectiveness.
   
   
4. Tailored Leadership Style: Great managers are adept at adjusting their leadership style to match the needs of their team and the situation at hand. For some team members or in certain phases of a project, a more hands-on approach might be necessary to guide the team towards success. The key is balance to know when to dive into the details and when to give the team space to operate independently.
   
   
5. Building Trust and Accountability: By occasionally engaging in the finer points of a project or task, managers can demonstrate their commitment to their team by showing empathy. This can help build a culture of accountability, showing that the leader is not above any task, no matter how small. When done respectfully, it can strengthen the manager’s relationship with their team, rather than weaken it.

What is most important in any of these circumstances is that the leader recognises that their involvement is temporary and the purpose of the micromanagement is to train, empower and develop a closer bond with their team members.

It’s a skillful task that requires an element of coaching and mentoring for a manager to be able to master the skill of micromanagement without building resentment withing the team.

The range of situations mentioned here may not be within the experience of many readers, however they are all foreseeable.  Stoke Consulting can share how they have helped emerging leaders handle these examples and many more.  Call us!

Osman Bahemia

Stoke Consulting

Osman works with businesses to develop and implement strategies for growth and effectiveness. Osman has worked in a variety of industrial sectors including aviation, mining, asset management, transport and marketing. His skills in operational effectiveness, strategy development, leadership development and change management propel significant growth and efficiency improvements in medium to large organisations.