The Dangers and Impact of Micromanaging
One of the biggest causes of a toxic work environment is executives with a mindset of micromanaging. They have a limited view of their workers value and have the strong belief that anything the employees do is a reflection of themselves. It creates the need to control everything they do. They consider it running a “tight ship”, seeing it as a strength rather than a weakness. But anything that damages the morale of the team has consequences, and micromanaging is one that creates pressure instead of confidence. It can actually destroy a business from the inside.
What do you see
Always pay attention when a respected employee leaves out of frustration and others follow suit. They were one of your leaders whether they held the title or not. You need to understand the whys of the problem in order to rectify the issues. You cannot solve a problem you don’t see.
If you view even one of your employees as not living up to their potential, it may be wise to examine the cause. You may be having an impact on it that you don’t even see. When one feels fearful of your discontent in what they do, they are less likely to attempt to shine their true capabilities. Do they feel like they need your approval for everything? Do you shut down their ability to feel heard?
The impact for them is a work environment of unwelcome stress – and sooner or later, they will want or need to leave it behind. It’s not good for the body, it’s not good for the mind, and it damages self-belief. What do you stress them about? Have you ever wondered about that?
What they need
What they need is knowing you believe in them. They need the ability to expand their expression of what they are capable of. They need to see that you trust in them. They need to believe you value them.
That’s what true leaders do.
When you go on vacation, do your employees feel like it’s a breather for them, or are they missing what you bring to the table in your value? Are they putting off tasks they are capable of doing simply because you’re not there to approve and consent? Which feeling is the strongest and ponder the whys of each.
You have a valuable team – do they feel like you believe that or just that they’d better be doing their job to your satisfaction? If even a fraction of the latter popped into your head – you need to reexamine your role with them. Being a boss is not the same as being a leader.
If you’re a “boss” and think this article doesn’t relate to you – reflect back on what your definition and thoughts are, of being the boss. Do you let them shine, or do you work at keeping them in line?
Is their main view “gotta run it by the boss” for approval rather than eager to get your feedback because they value your leadership and perspective? Your response ALWAYS matters, especially if the main thing you do is reject or approve. Do the rejections have more to do with your power to do so, or the potential value of the idea itself? “I can say no” is a dangerous why for rejection.
If you start reflecting on these insights, perhaps some of the pieces will appear to you in the experiences you have with your team interactions. When they do, the awareness may lead to self-correction, depending on how much you care. That can increase the morale of the workplace and the feelings of fulfillment for your team. If you can’t unsee it and it unsettles you, then make a change.
After all, you are the boss.
Written by Melody Belliveau
The Social-Commentary.Com 