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I’ve never met anyone who likes being micro-managed. Micro-managers are scared, insecure, inexperienced people, who should not be given the keys to management.
Some executives will say, “They need to learn!”.
Fair enough, but I don’t want to be the guinea pig. Why don’t you train them better before making them managers?
Micro-managers are the reason for a lot of turnover. They are costing you money.
Peter principle
Because she doesn’t trust you. And that’s because she doesn’t trust herself to let go. Confident, competent managers provide clear direction and the freedom people need to go do however their judgement thinks best.
There are people I leave alone. And then people I have to stay on top of because they have dropped balls before.
I get it. But I’m not talking about people you manage. I’m talking about YOUR boss. That’s what I’m dealing with. That whole “managing up” thing to a micromanager
I try my best to give my teams the freedom to grow, learn, fail, and succeed on their own with their own ideas and guidance and support from myself.
However, there are some teams I "have" to micromanage. And that's only because they don't give themselves adequate time to act on internal feedback so I have to step in. Or, they're argumentative to the point of disregarding feedback. In short, they do it to themselves. Believe me, I'd rather not micromanage anybody.
Fair. I'd assume if they trust you enough to make you a CD, they should trust you enough to run your own shit. That's a shame. I'd bail.
I’m dealing with it now. It’s the reason I’m looking for another job.
I had a boss who would leave at 6 but check Slack randomly throughout the night and confront you the next day if they noticed your little green active dot wasn’t on.