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Mentor
I only micromanage bad associates
You’re assuming your rep doesn’t precede you.
They’re up for partner potentially soon and have a new push to “prove themselves” and that often manifests in micromanaging, being difficult or unreasonable, etc… it’s like the pressure of being a junior but now you actually sort of know what you’re doing and you’re responsible not just for your own work but for the work of the entire team
You think we want to handhold you?
do better work and ill trust you
You’ve burned us
Who hurt us? Terrible juniors that we tried to give more leeway to who didn’t complete the work and blew deadlines, leaving us scrambling to put together decent work product for the partner and client, doing their work as well as ours
Correct, or ruined my own plans because they got stuff to me so late and I had to get it out. The worst is when it’s people I’ve repeatedly given feedback to about giving a heads up if they’re going to blow the deadline and they still don’t
Mentor
Putting a slightly different spin on this - It's not necessarily micromanaging so much as training. You only learn this job by doing it, and you only learn what you're doing by someone showing you how it's done. I'd like to think I'm being helpful when I look over someone's shoulder, give feedback, etc. It's not (always) a trust thing, so much as making sure they actually know what to look for, what to do with it, how to message something so it's well-received, etc.
Partners and clients, usually