How to avoid micromanagement

Core message:

Micromanagement often arises from the dark side of systematic-rational strengths and can be a challenge for both managers and team members.
Self-reflection and strength-oriented approaches are key strategies for recognizing, understanding and effectively countering micromanagement.
Open communication and proactive sharing of progress builds trust and reduces the need for excessive control in the work environment.

“Oh no, my manager has activated micromanager mode!”

I still remember that Thursday morning when I realized that my new manager was actually a micromanager. It wasn’t a permanent phenomenon, but occurred in phases, especially after intensive management meetings. Just the day before, she had had to put up with a fair amount of criticism in one such meeting – and suddenly, micromanager mode was activated.

Micromanagement, the invisible tremor in the office, the mood killer in meetings, the productivity thief in projects. It’s the kind of leadership that has spoiled the joy of work for many a top talent and driven them to resign. But what to do when micromanagement becomes the norm? Just hang in there and hope it goes away? No, that’s not an option. There are effective methods to deal with this phenomenon – effectively and promptly. Whether you are affected yourself or act as a micromanager, there are ways to make things better.

Strengths-oriented approach to micromanagement.

1. self-check

It is interesting to note that inspirational-impulsive (yellow) strengths in particular are often perceived as "too unstructured" or "too loose" in the workplace. This perception can reinforce the need to exert more control in others, especially in people with a tendency to micromanage. It creates a cycle in which creative and spontaneous approaches are misunderstood as a lack of structure, leading to excessive monitoring.
On the other hand, pragmatic-dominant (red) strengths can lead to a strong defensive attitude towards any micromanagement. Paradoxically, this tendency to resist excessive control can awaken the desire for even greater control in the other party. The result is a trial of strength in which both sides try to impose their way of working.
In the world of micromanagers, systematic-rational (blue) strengths are often evident, but their shadow side comes to the fore. These shadow sides manifest themselves in an exaggerated need for structure, attention to detail and control. Recognizing and understanding these dynamics is an important step in dealing constructively with micromanagement and creating a more balanced working environment.

To find out exactly what combination of strengths you have and how this can influence your work behavior, I recommend the personality and strengths analysis #STÄRKENSTÄRKEN. In just a few minutes, you will gain deep insights into your individual strengths and learn how to use them effectively in a professional context.

Click hereto go directly to the strengths analysis and find out more about your personal strengths. Use this opportunity to gain a better understanding of yourself and positively shape your everyday working life.

2. put on prescription glasses

It may come as a surprise, but micromanagement always stems from the dark side of systematic-rational (blue) strengths.

Even if it sounds paradoxical, this tendency to overcontrol can actually be seen as a kind of “distorted strength”. Turning this knowledge around and using it to your advantage can significantly change the way you deal with micromanagement.

Here is an initial overview of the systematic-rational strengths:

Systematic - Rational

Analysis

Consistency

Seriousness

Expertise

Conscientiousness

Organizational efforts

Self-regulation

Skepticism

Orientation towards the past

Vigilance

Reuse

For an overview of all strengths and other versions, please click here.

3. strength-based dialog

Understanding where micromanagement comes from is the first step to addressing it effectively. Once you recognize these dynamics, you can use the knowledge to improve how you deal with a micromanager.

For those who are confronted with a micromanager: Instead of getting angry and rolling your eyes in resignation, try a different approach. Rephrase your reaction by bringing your own systematic-rational (blue) strengths into play. For example, you could say:

“My ability to analyze in depth helps me to complete this task efficiently. I propose to present my results to you on Monday.”

This approach demonstrates initiative and personal responsibility and can gradually lead to more autonomy and room for maneuver in your day-to-day work.

If you tend to overcontrol yourself: Transparency is the key here. It is important that you speak openly to your colleagues and employees about your systematic and rational strengths. Explain that under stress or a perceived loss of control, the darker side of these strengths can emerge, which manifests itself in the form of micromanagement. Ask for understanding and encourage your team to address it directly if they notice signs of excessive control. This creates an atmosphere of openness and allows you to work together on a more balanced way of working.

4. building trust

Are you suffering from a micromanager?

Recognize that the dark side of your manager’s systematic-rational (blue) strengths may come to light. Instead of criticizing this, deal with it consciously and constructively.

Understand that these people often have a strong need for control. Therefore, show them your progress proactively, keep to agreements consistently and inform them promptly about important developments. This type of open interaction builds trust and can help to reduce your line manager’s need for control.

Are you a micromanager?

Self-reflection is crucial. If you notice yourself slipping into micromanagement, ask yourself where this need for control comes from. Being aware that this stems from the shadow side of your systematic-rational strengths will help you to recognize this tendency and actively work to change it.

5. strengths orientation as a bridge

Use the strengths orientation to reduce micromanagement.

A StrengthsBooster or a workshop on strength-oriented team development are ideally suited to supporting affected managers and team members.

It is impressive to see how micromanagers change their perspective after a Strengths Booster and develop a new self-image of how they exercise control.

Conclusion: micromanagement can be avoided

Micromanagement is not an inevitable fate. By taking a strengths-based approach, both those affected and micromanagers can work together more productively and harmoniously. If we recognize the causes, we can promote more effective communication, trust building and collaboration.

Now they are in demand!

Have you had your own experiences with micromanagement? What strategies and solutions have you tried? I look forward to a lively exchange in the comments. Share your story, ask questions or give advice to others who are in a similar situation. Together we can improve everyday working life.

Get in touch and enrich the discussion with your point of view!