The word “micromanagement” gets a bad press. As soon as it’s mentioned, we think of a controlling manager, meddling in every detail, incapable of trust. Yet the reality is often far more nuanced.
What if, instead of pointing fingers, we tried to understand? Because behind every micromanaging manager lies an intention, a context, and sometimes… a good reason.
Micro and macro management: key definitions
Micromanagement refers to a management approach focused on controlling details. The manager intervenes frequently, overseeing every step, sometimes to the point of depriving the employee of autonomy.
Macromanagement, on the other hand, is based on delegation, trust and management focused on results rather than means.
In fact, we cover the entire spectrum of coaching – from micro to macro – in our leadership development courses, thanks to the concept of situational leadership (which involves adjusting the level of coaching according to the employee’s level of maturity), which has stood the test of time through its simplicity and effectiveness.
Micromanagement from the manager's point of view
Being a manager is difficult, and the reality of the situation quickly hits home: lack of time, pressure to perform and human responsibilities. So we often cling to our reflex, to what we know: control.
There are several reasons why managers micromanage:
- Employees with little autonomy or new to the job
- Lack of training or skills
- The wrong person in the wrong chair
- The manager has difficulty delegating or trusting
- Pressure to achieve short-term results
And, quite often, this manager just wants to help. He wants to make sure everything runs smoothly. He’s afraid of mistakes. He thinks that, for things to work, he has to be present everywhere. This is not control for control’s sake, but a way of dealing with uncertainty.
Micromanagement from the employee's point of view
For the employee, the reality is very different. Micromanagement is experienced as a lack of confidence. It sends the implicit message: “You’re not capable without me.” This undermines motivation, perceived competence and commitment.
According to the theory of self-determination (Deci & Ryan), one of the essential drivers of motivation is autonomy. But micromanagement stifles it. Employees feel supervised, judged and infantilized. They dare less, take fewer initiatives and withdraw.
It’s not so much the supervision that’s disturbing, but its form and intensity. Too close supervision gives the impression that there’s no room for learning or skill development. We know that real progress is embodied in a process of trial and error.
Situational leadership: a bridge between micro and macro
Situational leadership, developed by Hersey and Blanchard, proposes an adaptive model based on the maturity (competence and motivation) of the employee. There are four leadership styles:
- Direct (micromanagement ): useful when dealing with a junior or unskilled employee
- Persuasive: the employee gains competence, but still has doubts
- Participative: the employee is competent, but needs to be involved in the decision-making process
- Delegative (macromanagement): the employee is autonomous and motivated
A good manager knows where to position himself according to the person in front of him. Micromanaging a junior employee is sometimes necessary. But micromanaging a competent senior employee is playing with fire, because you run the risk of putting it out!
This model values flexibility: there is no right or wrong style per se, but rather a good reading of the situation and an adaptation of the leadership style.
The ultimate goal: to become a useless manager (and proud of it!)
It may seem counter-intuitive, but the manager’s role is to become irrelevant, in the sense of growing his employees to the point where they can function without him on a daily basis.
The transition from micromanagement to macromanagement is a path of development. It involves :
- Trust: accepting that you can’t control everything
- Delegation: assigning responsibility with clarity
- The right to make mistakes: because it’s the only way to competence
- Fit: every employee is different, and so are their needs
Psychometric tools such as AtmanCo’s can help us to better understand each individual’s management preferences. Some employees need structure, others freedom. The manager who wants to progress must get to know his world.
In Conclusion
Micromanagement is not an inevitability, it’s a starting point. By understanding why you use it, you can turn it into a lever for growth – for you and your team. And that’s where real leadership begins.
Germain Harvey, M.Sc., CHRP
President and HR & OD Consultant
