7 Ways To Deal With a Micromanager

7 Ways To Deal With a Micromanager

By Mark Wager

One of the most common complaints raised in workplaces is about micromanaging. This occurs when a manager wants to control every aspect of an employee’s job to such an extent that it feels suffocating. Every action, no matter how small, is closely scrutinised, leaving employees feeling undervalued, untrusted, and demotivated. Micromanagement is a recipe for dissatisfaction, and yet it persists in workplaces around the globe.

In this article, I’ll explore why micromanagement happens and, more importantly, what you can do if you find yourself working for a micromanager. By understanding the root causes and taking proactive steps, you can navigate this challenging dynamic and reclaim your sense of autonomy and professional worth.

Why Does Micromanagement Happen?

Micromanagement stems from a lack of trust. A micromanager either doesn’t trust their employees to do their jobs or lacks confidence in their own ability to lead effectively.

In my years of coaching leaders, I’ve seen this pattern repeatedly. A highly skilled individual contributor—someone with deep technical expertise—is promoted into a managerial role. Their new responsibilities require a completely different skill set, one focused on leading and delegating rather than doing. Yet, many organisations fail to provide adequate leadership training, leaving these individuals to figure it out on their own.

Without proper support, these managers often fall back on what they know best: doing the work themselves or hovering over their team to ensure every detail meets their personal standards. It’s a coping mechanism born of insecurity, but it can wreak havoc on team morale. Instead of empowering their team, they inadvertently create an environment of frustration and stagnation.

The Impact of Micromanagement

Micromanagement doesn’t just affect individual employees; it undermines the overall performance of a team. When people feel like they’re not trusted, they’re less likely to take initiative or think creatively. Why bother trying something new if your manager will change it anyway? This stifles innovation and leads to disengagement.

Moreover, high-performing employees—the ones who thrive on autonomy and opportunities for growth—are often the first to leave. They’re unwilling to work under a manager who refuses to let them spread their wings. Ironically, micromanagers often lose the very people they need most to succeed.

What Can You Do if You Work for a Micromanager?

If you’re dealing with a micromanager, it’s essential to take a proactive approach. While you can’t change their behaviour overnight, you can take steps to make your work environment more manageable and even build a better working relationship with your boss.

1. Start with Clarity

One of the first steps in managing a micromanager is to clarify expectations. When you begin working with a new boss or start a new project, have an open conversation about what they need from you to feel confident that everything is under control.

For example, ask them questions like:

• “How often would you like updates on my progress?”

• “Would you prefer daily check-ins or a weekly summary?”

• “What are your priorities for this project, and what outcomes are most important to you?”

These questions achieve several things. They force your boss to reflect on their level of involvement, position you as proactive and competent, and lay the foundation for trust. Importantly, these conversations aren’t confrontational; they’re about understanding and aligning with your boss’s expectations.

2. Ask the Right Questions

Micromanagers are often poor at delegating. They assume tasks are simpler than they are and may neglect to provide crucial details. To set yourself up for success, take the initiative to ask questions whenever you’re assigned a task.

Ensure you understand:

• What: What exactly needs to be done?

• How: Are there specific methods or tools they expect you to use?

• When: What’s the deadline?

• Who: Who can you approach if you have questions or need additional support?

In an ideal world, your manager would provide this information upfront. However, if you’re reading this article, chances are your world isn’t ideal. By proactively seeking clarity, you can avoid unnecessary frustration and set yourself up for success.

3. Build Trust Through Small Wins

Trust is the antidote to micromanagement, but it takes time to build. Start by consistently delivering on your promises, no matter how small. If you say you’ll provide an update by 3 pm, make sure you do.

Over time, these small wins add up, showing your boss that you’re reliable and capable. You can also reinforce trust by seeking feedback after completing tasks. Ask questions like:

• “Was this what you were looking for?”

• “Is there anything I could improve for next time?”

Not only does this demonstrate your commitment to excellence, but it also positions you as someone open to growth—a trait most managers value.

4. Don’t Take It Personally

Working for a micromanager can be frustrating and demoralising, but it’s crucial not to take their behaviour personally. Remember, their need to control stems from their own insecurities and lack of leadership skills—not a reflection of your abilities.

Micromanagers often believe no one can do the job as well as they can. This mindset has nothing to do with you and everything to do with them. Don’t let their weaknesses cause you to doubt yourself. Instead, focus on what you can control: your performance, your attitude, and your ability to adapt.

5. Manage Up

Managing up is about influencing your boss in a way that makes their job easier while also creating a better work environment for yourself. For example:

• Provide regular updates before they ask for them, so they feel in control without needing to micromanage.

• Share your successes in a way that highlights how you’re contributing to their goals.

• Offer solutions to problems rather than just bringing up issues.

By anticipating their needs and aligning your work with their priorities, you can reduce their tendency to micromanage.

6. Set Boundaries

While it’s important to build trust and align with your boss’s expectations, it’s equally important to set boundaries. For instance, if your manager constantly checks in outside of working hours, let them know when you’re available and when you’re not.

Setting boundaries isn’t about being confrontational; it’s about communicating your needs in a professional and respectful way. For example, you might say:

“I’ve noticed we’ve been having a lot of discussions outside of work hours. I want to make sure I’m giving you my best during the day, so I’d appreciate if we could save non-urgent matters for working hours.”

7. Focus on the Bigger Picture

When dealing with a micromanager, it’s easy to get bogged down in the day-to-day frustrations. However, it’s important to keep your eyes on the bigger picture. Ask yourself:

• “What skills am I developing by navigating this challenging situation?”

• “How can I use this experience to grow as a professional?”

Every challenge is an opportunity to learn. By focusing on what you can gain from the experience, you can transform a difficult situation into a stepping stone for future success.

The Way Forward

Micromanagement is a destructive leadership style that stifles creativity, demoralises employees, and drives away top talent. Yet, if you find yourself working for a micromanager, there are steps you can take to improve the situation.

Start by clarifying expectations and asking the right questions. Build trust through consistent delivery and seek feedback to reinforce your reliability. Don’t take their behaviour personally—it’s a reflection of their insecurities, not your capabilities. Finally, manage up, set boundaries, and focus on the bigger picture.

With patience, persistence, and the right strategies, you can not only survive working for a micromanager but thrive despite it. Leadership is a journey, and every step—even the challenging ones—offers valuable lessons that can shape you into a stronger, more resilient professional.