DON’T STUNT INNOVATION!

Manilka Ediriweera notes that micromanaging employees can harm productivity

Picture this scenario: you are working diligently to complete your tasks, and you notice your boss hovering nearby and scrutinising your work. Few things are as discouraging as having your supervisor breathing down your neck and micromanaging your every move.

It can seriously dampen one’s enthusiasm, spirit and productivity.

In today’s complex workplace where employees are constantly juggling multiple responsibilities, navigating team dynamics and aiming for productivity, micromanagement can stifle creativity and wreck team dynamics.

Micromanagement refers to an intense need to monitor and control every aspect, sometimes even down to the tiniest detail. Micromanagers are supervisors who tend to control their employees’ work, scrutinise everything, provide detailed instructions and lack trust in the capabilities of their subordinates.

While micromanagement can be useful in certain instances on a small scale, if practised all the time, it can make managers lose sight of the bigger picture and experience burnout – because micromanaging is an exhausting process.

Micromanagement impacts employees and affects morale, which is the foundation of a thriving workplace. It can make staff members feel undervalued, and that their contributions are unappreciated and they have zero control over their work. This takes an emotional toll on employees’ wellbeing, and results in dwindling productivity and engagement.

In the long run, micromanagement can stunt innovation, which is the lifeblood of growth. It can also diminish employee growth and development, as it leaves no room for individuality, creativity and independent decision making.

The adverse effects of micromanagement don’t stop there; the reality is that they extend to employee retention as well.

Studies have shown that employees who are subjected to constant surveillance and control are more likely to explore better opportunities elsewhere, resulting in high turnover rates. The culture of fear and anxiety that micromanagement creates can ultimately affect the stability of an organisation.

In a nutshell, the ripple effects of micromanagement extend beyond the individual level. Frustration, disengagement and low employee morale can undermine productivity, stifle innovation and affect an organisation in its entirety.

It’s safe to say that micromanagement hinders rather than boosts performance in the workplace. Given the awareness of the dangers of this form of management and the case against this approach, one might wonder why people still engage in this practice.

Well, there are a few reasons as to why they do.

The need to micromanage could stem from a fear of failure, a need for authority or control, or inexperience in leadership roles. Or else, the motive behind it could be to get the work done. Sometimes, one could micromanage without even realising he or she is doing it.

Regardless of the reason or lack of awareness, this management style can turn a workplace into a toxic space and this needs to be addressed.

In the event that you as a manager feel you may be responsible for micromanaging your employees, here are some guidelines to help you stop doing so.

Recognise and understand the dangers of micromanagement. Analyse your behaviour to understand when, how and with whom you tend to adopt this managerial approach. Take the time to understand your team’s skills so you can delegate work more effectively and trust that your staff will do it well.

Set clear expectations instead of managing your team’s work. Implement a straightforward process for your team, and use project management tools to streamline delegation and monitor progress.

In the event that you’re not a micromanager but work with one, here are some tips to help you tackle the situation.

Build trust with the micromanager, and demonstrate your skills and capabilities in your field. Set clear expectations to ensure that you and the micromanager are on the same page about tasks, goals and timelines. Start a dialogue and politely explain the impact of micromanagement on your performance. Ensure open communication and understand that it’s a learning process for both parties.

And if all else fails and you have no other choice, consider escalating the issue to higher management.

Truth be told, micromanagement can be downright detrimental to employees, the organisation and sometimes even the micromanagers themselves. It is important to build a culture of trust instead of conveying a lack of confidence in the team’s ability by continuously micromanaging staff.

Placing trust in your team and believing that they can excel in their roles without constant scrutiny will work wonders. And you will be amazed at how much can be achieved with more freedom and less micromanagement.