Portrait of a Micro-manager
Most people I’ve asked say they’ve worked for a micro-manager. Their frustration shows when they talk about the person who drained joy from their career and under-utilized their skills.
You’re a micro-manager if you:
- Over-estimate your skills and under-estimate the skills of the team.
- Feel misunderstood and unappreciated.
- Hear too many questions.
- See yourself as a doer rather than an enabler.
- Give incremental permission.
- Pride yourself in being on top of everything.
- Check work email on weekends, evenings, and during vacation.
- Criticize too much and affirm too little.
- Need too much information yet give too little.
- View staff development as wasted time.
- Punish mistakes rather than learning from them.
- Hoard power and authority.
- View others as adversaries to be controlled.
- Take credit.
- Prevent initiative.
- Work longer hours than anyone else.
- Frustrate your team.
- Emphasize authority.
- Minimize relationship.
See insights from Facebook contributors: Leadership Freak Coffee Shop.
What qualities do micro-managers possess?
What impact do micro-managers have on individuals, teams, and/or organizations?