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I have used what I was taught by a leader/mentor of mine—the avalanche approach. I cc’d the mm on every communication I sent, I inundated them with all the information they asked for and more! I included them on every decision I had to make. It worked. She eventually told me, “I think you have this.” 😁😆
Hmm this is tough. If there is an opportunity perhaps asking for clarification on what her expectations are could help? In the past, I tried to help staff I supervise in their projects and later realized my “assistance” was inadvertent micromanagement or at the very least, interference with their assignment. In one case the assigned employee very rightly followed up with me in person and asked for further clarification on the division of labor because they felt confused about the assignment. The message was loud and clear yet respectful, and I totally understood where they were coming from and adjusted accordingly.
Happy to help :)
Subject Expert
Yes I think a clear conversation is needed just to at least understand the reason behind and work on it (if possible). What helped me in the past is also anticipating their next move and providing results before I was asked to.
Subject Expert
Here's a link that might also help:
https://www.google.ca/amp/s/hbr.org/amp/2011/09/stop-being-micromanaged
This is a tough situation.
What exactly are they doing? That may help with potential solutions.
They try to micromanage every project I lead. They tell me they want me to lead it and then every step of way try to manage it. They also have sidebar meetings with others on the project and don’t include me. They rush to reply to emails on the subject. It is very frustrating. She even rewrote an email for me to send. It’s not about my performance as she tells me all the time what a great job I do. She does the same to other managers on her team. She wants to control everything.
I’ve had to change my working style, in all honesty. I’ve now learned that I need to get their buy-in, and then how to drive the conversation so my ownership team feels like their hands have been involved. It’s pretty challenging, because everything brought to them is ‘garbage’ because they have only worked in the environment they’ve built and don’t allow the experienced professionals (us on the exec team) to make the changes necessary. Additionally, many times, the expectations they gave me changed within the time it took for me to develop the plan and the presentation.
I did think this was helpful!
https://www.inspiringaccountability.com/employee-overstepping-boundaries/
I am not a micromanager when I trust who is doing the project. If I lack faith that the job will get done, or I am not getting enough updates, I micromanage. I’ve told me employees “if you feel like I’m all up in your business all the time, I’m not getting enough info from you.” Once they start updating and providing info such that I gain confidence, there is no longer a need to micromanage.
My manager micromanages everyone so I don’t think it’s that she doesn’t trust me she just wants to control everything. She can’t help herself.
No one should micromanage. If your employee isn’t giving you the right info you should speak with them on what they need to do differently. Thanks!