Micromanagement and Delegation


Micromanagement and DelegationI recently had a long discussion with a friend of mine about managers and management. She was HR manager in several large companies and lamented that management training had been cut back so much in recent years. years and that leaders no longer receive the kind of help, guidance and support they received just a few years ago. My experience comes from retail and telecom. Yours was neither.


However, the same issues and problems seem to crop up in every industry. Of course, that’s exactly why I started training. agrees that the usual pattern these days seemed to be for the department’s star employee to be promoted from employee to team leader to manager in what appeared to be a record time.

We agreed that new managers find it difficult to transition from the role of contributor to manager as no one is willing to devote the time and energy to guide them through the various obstacles that new managers and executives are faced with. We agreed that this lack of training never seemed to lower manager expectations, only performance. We are therefore strictly against it. What caused the disagreement?


The concept was micromanagement. My friend explained to me that she has been “coaching” many employees lately and that many of them have complained about a particular manager who has been micromanaging them. He told me that it helps employees understand “their problem” and deal with it. “You won’t be able to change this manager,” he explained, “so you have to change the employees.”

She explains that if they’re micromanaged, there’s probably a reason for that. They’re probably doing something wrong. If they just recognize this problem and improve, your manager will stop micromanaging.” Employees need to improve.


It’s that simple. I wish my life was that simple. She concedes that with so many employees complaining, it’s probably the manager who is the problem. But changing managers is too much trouble, he says, so let’s talk about the employees, they’re to blame.

While it’s true that you sometimes have to micromanage people, your explanation doesn’t make much sense to me. You can micromanage an employee when their performance is poor. Or because the project you are working on has a very high visibility. and any possibility of error should be minimized. But when multiple employees complain about being micromanaged by the same manager, it implies one of two things.

Either this boss: You have a lot of problem employees and need to weed them out, or this boss doesn’t know how to fire them and properly delegate his employees. Excessive micromanagement is not a sign of a healthy manager.