Are you a Micromanager?

Note from Joe: I've had this test filed away for several years. I didn't write it myself, but I don't know where to credit it. If anyone knows the author, contact me and let me know. I'd like to contact the author, get permission and give proper credit for it.

From Author Unknown:

Managers rarely, if ever, describe themselves as micromanagers. Yet, working for a micromanaging boss is one of the most frequently cited reasons employees dislike their jobs or their bosses.

Micromanaging is managing. The problem is that it is managing too many details, or managing people in a way that feels heavy-handed or oppressive to them. It often prevents employees from making decisions or solving problems on their own. 

Are you acting like a micromanager without even knowing it? The 20 clues below will help you judge for yourself. Each describes a common trait of a micromanager. Tally one point for each "Yes" answer and check your score at the end.

1,  You have a long list of pending approvals and decisions that await your action or your okay? Micromanaged employees have learned that they need your approval for every little decision.

2.  You are always running out of time to correct things? As far as you’re concerned, there is always room for improvement in any situation.

3.  You insist on tagging along with your co-workers to any meetings that they have with your boss, company executives, key clients or vendors.




4.  You insist that your employees keep you informed on every step they are taking.

5.  You regularly work long days because you think no one can do your job as well as you.

6.  You often re-do work that you have delegated to an employee.

7.  You like to dig deep into the details to figure out the best way to accomplish the task.

8.  You like to be in control of every detail, because it’s the fastest way to get things accomplished.

9.  You insist on having all work processes documented.

10.  You feel smarter than any of your employees and get frustrated with them because they "Just don’t get it." You resent having to babysit them but you have no choice.

11.  You rarely have time for developing strategy, because you’re working so hard on day-to-day details.

12.  When you assign tasks, you spend more time describing how to do the task than discussing what needs to be accomplished.

13.  You have each of your employee's cell phone numbers and text them often outside work hours.

14.  You require frequent reports from your employees.

15.  Your employees seldom take initiative or come up with new ideas. You do their thinking for them.

16.  You feel like the success of your employees mostly depends on you providing them instructions.

17.  You feel a big part of your job is to go around and monitor what others are doing.

18.  You never allow your employees to attend meetings for you.

19.  You need to know what your employees are doing at all times.

20.  You have high turnover and low employee engagement scores. When you do find a rare high performer, they quickly find another opportunity.

Your Score:

10 or more: You are a stone-cold micromanager. You refuse to let go and trust your employees. You need to change your ways, or you’ll be doomed to a career full of frustration and missed opportunities. There is hope for you, but you have to face the issue and want to change.

5 to 9: You are a borderline micromanager. Hopefully, your micromanaging ways are situational and temporary. Go back and examine the questions you answered “yes” to and ask yourself if this behavior is really necessary. Set a goal to eliminate one item at a time until you are under five.

4 to 1: You’re probably not a micromanager. Still, it’s worth going back and examining the questions you answered “yes” to. Ask your employees for honest feedback. Talk to a few managers that you really admire to get their perspective. You may be surprised by the positive impact of eliminating even one or two of these micromanaging habits.

When You're a Micromanager

Most micromanagers aren't aware that they're doing it. They may take pride in “Running a tight ship” or gladly proclaim that “The buck stops here.” They may feel they're giving their employees direction and support. They may not really trust their employees and hope to protect them from messing up. They may simply equate good management with the above behaviors.

Another consideration:  Sometimes micromanagers are that way because they think  their way and their style of doing things is the only way that works.  Therefore, they demand that their subordinates do exactly what they would do.

In any case, micromanagement leads to frustrated employees and lower productivity. It stunts the growth of every employee and manager, and it leads to poor long-term performance and the loss of good talent.

Don't give up hope, though, if you see yourself in any of the micromanaging behaviors described above. Awareness of the problem is the first step toward improvement.