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Fortunately, in consulting I’m simply able to choose not to work with them. (Probably a big reason that I’ve stayed in consulting!)
When that isn’t possible, I over-communicate. I grew up in a firm with plenty of micro managers (I went to therapy after working for one partner who insisted on dictating emails over my shoulder), so I can play the deferential game, tee up decisions and recommendations but ultimately “let it be their decision” (even if you influenced it to reach that stage), etc. I also always make sure to align on work styles and preferences at the start of any working relationship, and make it clear that my job is to help that individual or team be successful, then ask for what it is that they need to make it happen and check in every so often. I have found that by proactively raising the topic I can head off most micromanaging now, as they feel heard and that I’ll work to meet their needs. That said, it’s been a while since I’ve run into what you are describing.
Thanks for sharing. I absolutely agree on over communication. Things are moving very fast at my shop and some of this situation is a consequence of that. But also my manager complained about something taking “weeks to resolve” when we only discussed it a few days prior. (It just seems like weeks.) We all need to slow down and think.