11 Ways To Prove You’re A Micromanager
More Than $1 Billion For Black And Underserved Communities

Managers who are accused (usually without their knowledge) of micromanaging don’t see it that way at all. They are managing, that’s it.

In his book Creating Passion-Driven Teams, Dan Bobinski noted that micromanagers do share certain characteristics, and they can do a lot of harm, even as they think they are doing a great job. 

Bobinski maintains that there are certain clear symptoms that can be observed in those who are micromanaging.

  • They appear frustrated that nobody is “getting it” or taking things as seriously as they do.
  • They want frequent status updates, even when things are operating normally.
  • They are quick to point out errors and mistakes of team members.
  • They have an overloaded task list, but their teams are looking for things to do.
  • They get upset if they’re not consulted before decisions are made.
  • They’ll take back delegated tasks to do them quicker or better themselves.

In addition, micromanagement might be the correct diagnosis when some or all of the following are observed on a team:

  • A team experiences high turnover.
  • Team members feel nothing they do is ever good enough.
  • Team members are required to “check with the boss” before making any decision.
  • Team members no longer take the initiative.
  • Team members are responsible for results but have little or no input on how to achieve them.