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Yeah, I like to deal with a micromanager by micro-direct reporting. Micromanagers are always reactive. Giving direction after things are done or in process.
Instead, force them to be proactive. Ask a million questions before even starting. Get their input on every piece of the work. Monopolize their time with reviews and design sessions.
Micromanagers don't have original ideas, so this is anathema to them, and they will eventually back off.
"Micros" have an insatiable need to know and control what's going on. They also lack trust but have a deep convuction that they should be trusted.
My tip - blitz them with information until they wave the white flag. Take the lead and control the rhythm - (1) set up daily kick-off touchpoints to state the plan for the day and set prioritized expectations, (2) formally document this and all other key conversations (especially those that involve decision making) because "micros" can develop selective amnesia when they are wrong, (3) set up daily close-out touchpoints to wrap up the day: (4) if you are a praying person...pray 🤣🤣
This 👆🏼and btw, good skill to have - I would place odds that this will happen again somewhere between “Likely” and “Highly Likely.” The micro gets copied on my client email (which in my case is a lot) until they “cry uncle” i.e., “It’s not necessary to copy me on everything, I trust your judgment.” Just went thru this (yet again) in the past few months. Pro tip: Can take a month or 2 to work. If it doesn’t work, you have a bigger issue...anyhow, good luck!
yes. the reality it's or for me it was dam painful.
I started documenting every conversation as well recapping my points merits and demerits of a solution. I also laid out my boundaries- will not share my personal mobile #, on vacations expect limited responses, etc.
I treat it as another crazy client/stakeholder in terms of setting expectations and understanding that person's needs and preferred management style.
Thank you for responding . This is a fellow Deloitte person. We need to be working together. So disappointed. It’s my first few months in the firm.
from my experience I wouldn't recommend candid conversation. they have their defense up. unless the person's solicits feedback, anything you share (regardless of intent) is likely to be misconstrued.
keep it simple.
Micro managers are miserable to work with; you have my empathy. Usually, the underlying reason is that they are very insecure about their role, don't know what is important so they ask about everything just in case. They also tend to be very defensive and quickly shut down if direct improvements are suggested.
Your strategy about providing details is good. Can you have a semi-candid conversation with them about having observed "someone else" whose micromanaging stifled innovation and alienated their team; creating a lack of engagement that negatively impacted results? Then go on to outline what "good" looks like... all in the form of a story that isn't calling them out explicitly and putting them on the defensive?
Yes, figure out how to work with them.
This is about interpersonal skills and clearly this manager doesn’t have them. But if you can figure it out, you will have stand out.
I’m not there, so I can’t say what to do. But if you want a recommendation, search for “manager tools disc package”. There is a nominal fee, I and a fan, not otherwise associated with Mark and Mike. The package is a series of podcasts that explains disc in detail and helps you understand how to identify and work with people of different disc styles.
Go be a rock star.
Thank you so much!