I still remember exactly that Thursday morning when it dawned on me that my new manager had a tendency to micromanage. It wasn’t a constant thing; it happened in phases, especially after intense management meetings. The day before, she had taken a fair amount of criticism during one of those meetings, and promptly, micromanager mode kicked in.
Micromanagement has ruined the joy of work for many top talents and even driven some to resign. Just sticking it out and hoping it will go away on its own is not a solution. Whether you’re affected by this or realize that you’re controlling things too much yourself, there are effective ways to deal with it.
Control as a Response to Pressure
That scene from back then illustrates something I’ve observed time and again ever since. Micromanagement is often not a fixed mindset, but rather a reaction. When someone in a position of authority faces criticism or feels that something is slipping out of their control, they often regain control where it’s still possible—within their own team.
That doesn’t excuse it, but it does change the perspective. If you understand where the need for control comes from, you can respond to it differently than by getting annoyed inside and rolling your eyes.
What strengths lie behind it
In my strengths model #STRENGTHSSTRENGTHS, I distinguish four categories. People who tend toward micromanagement often exhibit systematic and rational strengths, such as conscientiousness, analytical skills, or a drive for organization. In everyday life, these traits ensure thoroughness and reliability. Under pressure, however, their downside can emerge: an excessive need for structure, attention to detail, and control. The tendency toward overcontrol then becomes a kind of distorted strength.
Then there’s the other person. Inspirational and impulsive strengths are often perceived in the workplace as being too unstructured or too laid-back. For people with a tendency toward micromanagement, this can further intensify their desire for control. Creative and spontaneous approaches are misunderstood as a lack of structure, and monitoring increases.
Pragmatic-dominant strengths, on the other hand, clearly resist any form of control. Paradoxically, it is precisely this resistance that often sparks a desire for even more control in the other person. A power struggle ensues, in which both sides seek to impose their own way of working.
Recognizing this dynamic is the first step toward dealing constructively with micromanagement.
If your manager micromanages
Assume that your manager is currently exhibiting the downside of a strength. Instead of criticizing this, you can consciously address it. People in this state have a strong need for control. Therefore, take the initiative to demonstrate your progress, consistently honor agreements, and provide early updates on important developments. This openness builds trust and can noticeably reduce the need for control.
It’s also helpful to suggest a timeline yourself, rather than waiting for the next request. For example: “I’ve taken a close look at the numbers and will work this out by Friday. I’ll present the results to you on Monday.” This demonstrates initiative and personal responsibility and can gradually lead to more autonomy.
If you tend to be controlling yourself
Self-reflection is key here. If you notice that you’re slipping into micromanagement, ask yourself where this urge is coming from right now. Was there pressure from above? Does something feel uncertain right now? Knowing that this behavior often stems from a strength that crumbles under stress helps you recognize this tendency sooner.
Transparency is just as important. Talk openly with your team about how, under stress or when you feel a loss of control, the downside of your strengths can come to the fore. Explicitly ask them to speak up if you’re being too controlling. This creates an atmosphere of openness in which you can work together toward a more balanced way of working.
Micromanagement is not inevitable
Micromanagement isn’t something you can simply turn off, but it can be understood. Once you recognize the causes, you can act differently on both sides. Time and again, I see how leaders change their perspective on their own need for control as soon as they understand the strength behind it and the moments when it tips over.
