I'm being micromanaged at work. While I appreciate that close attention is needed when you start a new role, this is a level of scrutiny I am not used to. How can I encourage my boss to direct his attention elsewhere and let me get on with the job she hired me to do? ZN, Abu Dhabi
Having someone look over our shoulder can be welcoming at the start of a new role. It provides you with a sense of security and some much needed support and guidance. We all want to feel that someone has our back early on. But once you are settled into work, it becomes an unwanted distraction and can be extremely frustrating having your every move checked, observed or even scrutinised.
I have worked for a manager in the past who operated like this; she constantly checked in, followed up and wanted me to report back on every action. Nowadays, most of us appreciate a little autonomy and freedom, and the subsequent lack of it made me feel I no longer wanted to use my initiative or share any creative ideas as they were not in line with her views. It even transcended into her controlling the coffee rota, meal breaks and when we could take holiday.
Micromanagement can be caused by a number of possible factors. It may be a boss’s perception of their staff’s level of competence; if they think they are not up to their job, it will result in unnecessary attention.
Another reason may be that they are under pressure themselves from their own management to deliver targets or reduce costs. This downward thrust is usually pushed lower as everyone tightens the reins to keep closer control on things. Many managers believe that by stepping in they can turn things around, but in reality it hinders performance as people do not feel empowered and many disengage.
This is especially complex in the UAE with a diverse mix of nationalities, ages and experience. It leads to different expectations of management style, with some seeking clear instruction and to be told what to do and with others (especially the Generation Y) striving for independence. It means that our bosses have to constantly adapt to people and situations.
The final and most powerful influencer on management behaviour is that many bosses doubt and question their own abilities. It can cause them to worry or even feel threatened by members of their team. For this reason, many (unintentionally or not) undermine others and struggle to let go. I have coached several experienced managers whose No 1 development objective was to balance between holding on to steer the ship and letting go so their team could shape their own cause of action. They describe it as a constant battle, with one executive comparing it to being at a party and having to watch from the balcony when you really want to be down there in the mix on the dance floor. Then before you know it you are down there taking over, not giving anyone space to move.
The first way to get some breathing room from your micromanager is to work out what drives her actions. If it is down to her perceived confidence in your capabilities, you need to show her how you conduct your duties and your commitment to her and the organisation. If it is due to management pressures, then discuss this openly with her and find out how you can take some of the burden.
This may warrant a well thought out conversation where you plan out regular feedback opportunities for her; that way you proactively check in with her on your work, rather than her feeling she has to watch you. This approach will also let her see tangible improvements as it can be difficult to objectively assess progress if she is stuck in the day-to-day nitty gritty. Creating regular opportunities for you to provide feedback will satisfy her own anxieties. Similarly, choosing to include her on emails or providing her with timely updates yourself can also help to settle the nerves and direct their attention elsewhere.
Doctor’s prescription:
A close and watchful eye can be helpful for new joiners, but for those settled in it can feel like having a detective following your every move. Yet there will be clues as to why your boss manages in this way. You can then proactively build her confidence and provide her with what she needs, to show she has nothing to be concerned about.
Alex Davda is a business psychologist and client director at Ashridge Executive Education, Hult International Business School, and is based in the Middle East. Email him at business@thenational.ae for advice on any work issues
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