In a previous post, I mentioned five stumbling blocks for managers. One of those was a boss micromanaging the team. Micromanagement doesn’t necessarily begin with bad intentions. Many times, it begins with a leader who genuinely wants to help. Unfortunately, the result is often the opposite.
Some supervisors mistakenly believe that continual oversight will produce better work. Perhaps it’s personal narcissism, an attempt to achieve perfection or outshine other departments. Whatever the reason, that fallacy creates more problems than solutions.
Often a manager was once a member of the team he or she now supervises. They may have been an employee who was a good, competent technician and was offered the promotion. But those are two completely different skill sets.
Someone new to their supervisory role does not necessarily have a leadership model or ideas on how to best manage. It’s easy to fall into a trap of insisting employees follow the style of work when they themselves held that position. But what is productive for one may not be efficient for another.
If the boss is hovering over the collective shoulder of the team, that team will essentially give up. Why should they try so hard if everything is to be critiqued or modified later? It also saps employees of their ingenuity and morale. But if you feel you have to micromanage… then you will indeed HAVE to micromanage! It’s like gambling, telling a lie or eating just one potato chip.
As the leader, you fall into a rut. You don't trust your team to deliver, so you scrutinize every move. Members of the team know they are under a microscope and production slows, either due to stress or contempt. Then you have to ferret out what happened to the speed or quality. Once you start, it’s hard to stop. So could micromanaging be an addiction?
Like all bad habits, they are destructive for you and the people around you. It's a vicious cycle. And there is no twelve-step program here, just an honest wake-up call for those who have the disease.
But what if they make mistakes? Here's my guarentee to you: they will. But allowing employees to make $10 mistakes is how they avoid making $10,000 mistakes later. Looking over someone’s shoulder teaches employees to perform only when watched. Micromanaging trains the team for failure.
A certain amount of autonomy allows other members of the team to see challenges from different perspectives than that of the boss. In terms of collaborating and the creation of new solutions, this is critical. A big part of the manager’s job is to help coordinate the efforts of the rest of the team members. Otherwise, why would they be there?
© 2026, Blaine Little is an author, trainer and public speaker and the Founder & CEO of Momentum Seminars Training & Coaching. We help businesses grow by investing in their people. For more on about our programs, visit www.MomentumSeminars.com
This material is an original composition and with the exception of graphics and basic editing, composed without the aid of Artificial Intelligence.