Answer:
Micromanagement usually stems from fear, lack of leadership training, or outdated corporate health solutions. It's a sign of control issues, not performance concerns.
Understanding what drives this behaviour can help you navigate it and regain autonomy at work. Find out more in our Unlocking Workplace Wellbeing podcast with guest Sam Sloan.
Understanding control dynamics and building workplace trust
Feeling constantly watched over? Do you find your manager checking in too often, questioning your decisions, or redoing your work? You might be experiencing micromanagement, a management style that can affect your wellbeing, productivity, and job satisfaction.
In a recent Verve Healthcare podcast, Sam Sloan, Director of 123 People Development, shared with our CEO Steven Pink that an estimated "95-97% of leaders actually lead with a parent's style or approach to their people," which often translates into micromanagement behaviours. This statistic might be surprising, but it highlights just how common this management issue is in today's workplaces.
Micromanagement isn't just annoying – it can have serious consequences for your health and the overall workplace atmosphere. According to the Health and Safety Executive (HSE), excessive control and lack of autonomy are major contributors to work-related stress, with over 50% of UK employees reporting these factors as significant causes of workplace stress.
In this comprehensive guide, we'll explore what micromanagement looks like, why your manager might be micromanaging you, how it affects workplace wellbeing, and most importantly, what you can do about it. We'll also discuss healthier management alternatives that benefit both managers and employees.
What exactly is micromanagement? (and what you can do about it)
Micromanagement occurs when managers control aspects of their employees' work and decision-making to an excessive degree – far more than is necessary or healthy for a typical working relationship. The Chartered Institute of Personnel and Development (CIPD) notes that trust and autonomy are key drivers of job satisfaction in the UK, yet micromanagement undermines both of these essential workplace elements.
As Sam explains in our podcast, many managers communicate from what's known as a "parent ego state," which can manifest as "very micromanagey, very controlling, very directive, sometimes even quite demeaning." This approach creates a dysfunctional workplace where employees feel undervalued and become less productive.
“Managers don’t know what they don’t know. They manage how they were managed.” – Sam Sloan
Signs you're being micromanaged
How can you tell if your manager's oversight has crossed the line into micromanagement? Here are some common signs based on research and workplace studies:
Your manager rarely delegates tasks: They prefer to keep control of all aspects of work rather than trusting team members with responsibilities.
They request frequent updates: Constant check-ins and progress reports that go beyond normal project management requirements.
They give excessively detailed instructions: Rather than explaining the desired outcome, they dictate exactly how tasks should be performed, step by step.
They focus on unimportant details: Rather than looking at the big picture, they get caught up in minor aspects that don't significantly impact results.
They redo your work: Instead of providing feedback for improvement, they simply take over and redo tasks themselves.
They expect to be copied on all emails: They want visibility of all communications, even those not directly relevant to them.
They become irritated when decisions are made without them: Any independence in decision-making is met with disapproval.
They resist new ideas or approaches: Suggestions for improvement or different methods are often dismissed.
They monitor your time excessively: They might track when you arrive, leave, or take breaks with unusual scrutiny.
If you're experiencing several of these behaviours, you're likely dealing with a micromanager. But the question remains: why do they manage this way?
Why is your manager micromanaging you?
Understanding the root causes of micromanagement can help you respond more effectively. Contrary to what you might think, micromanagement rarely stems from a desire to make your life difficult. Instead, research points to several underlying reasons:
Fear and anxiety
According to LinkedIn insights, "Your boss is all over you for one reason-because she is afraid. She's afraid that you're going to drop the ball. Miss a deadline. Screw up a project." This fear-based approach often results from the manager's own insecurities or past negative experiences.
Sam notes in our podcast that many managers "don't know any different until you introduce something different." They may have been managed this way themselves and simply don't know alternative approaches.
Inexperience in management
Many people are promoted into management positions based on their technical skills rather than their people management abilities. Without proper training, these new managers often default to micromanagement as a way to maintain control.
As the Harvard Business Review points out, "At root, the tendency to rely on command energy stems from a leader's own anxiety and lack of confidence." New managers may fear being seen as incompetent if their team makes mistakes.
Perfectionism
Some managers have extremely high standards and believe that only their way of doing things will meet those standards. Rather than coaching employees to improve, they prefer to control the process themselves to ensure their definition of quality is met.
Organisational pressure
Sometimes, managers face intense pressure from their own supervisors to deliver perfect results. This pressure can cascade down to employees in the form of micromanagement as they try to control every variable that might affect outcomes.
Previous negative experiences
If a manager has been burned by mistakes or missed deadlines in the past, they might develop a micromanagement style as a protective mechanism against similar issues in the future.
Does micromanagement impact on workplace wellbeing?
Micromanagement doesn't just feel uncomfortable – it can have serious consequences for both individual wellbeing and organisational health.
Mental health effects
The constant pressure and scrutiny of a micromanager can lead to significant mental health challenges. Mind, the mental health charity, notes that "Sometimes managers can micromanage staff who are experiencing a mental health problem or take away all challenging and meaningful work responsibilities from them. This can often be counter-productive because if people don't feel their work is meaningful they can lose motivation. Self-esteem and anxiety issues can also be exacerbated when people feel their abilities aren't being trusted."
Research published by the HSE reveals that a lack of control and excessive supervision are major factors contributing to workplace stress. This chronic stress can eventually lead to burnout, anxiety, and even depression.
Reduced job satisfaction and motivation
When you're micromanaged, your sense of ownership and pride in your work diminishes. You may find yourself simply going through the motions rather than feeling engaged and invested in your projects.
As Sam said, a client recently told her that "people are leaving organisations around about 80%, in his opinion, because they are not getting personally developed." Micromanagement prevents this personal development by removing autonomy and the opportunity to learn through experience.
Decreased productivity and creativity
Contrary to what micromanagers believe, this management style often reduces productivity rather than enhancing it. Research from the University of Exeter found that employees who feel trusted and empowered are up to 12% more productive than those who don't.
Micromanagement stifles creativity and innovation by creating a fear of taking risks or trying new approaches. When employees are afraid of criticism for deviating from prescribed methods, they're less likely to suggest improvements or creative solutions.
Higher turnover rates
According to one study, 39% of employees have changed jobs to avoid working with a micromanager. The costs of this turnover – both in terms of lost institutional knowledge and the expenses of recruiting and training replacements – can be substantial for organisations.
Team dysfunction
Micromanagement doesn't just affect individuals – it can poison team dynamics as well. When a manager micromanages, it can create an atmosphere of competition rather than collaboration, as employees may compete for the manager's approval rather than working together toward common goals.
"Self-esteem and anxiety issues can also be exacerbated when people feel their abilities aren't being trusted." - Mind
What can I do if I am being micromanaged?
If you find yourself working with a micromanager, there are several strategies you can employ to improve the situation:
Build trust through reliability
One way to reduce micromanagement is to consistently demonstrate your reliability. Meeting deadlines, communicating proactively, and delivering quality work can help build the trust that may be lacking.
As workplace experts suggest, "Before you speak to your manager about their micromanaging behaviour, take time to analyse your work ethic. Ask yourself if there are reasons your manager feels the need to watch your every move."
Anticipate needs and communicate proactively
Try to anticipate what information your manager needs and provide it before they ask. Regular status updates, clear communication about challenges, and proposed solutions can help reduce their anxiety and their perceived need to check in constantly.
Understand their concerns
Try to identify the specific concerns driving your manager's behaviour. Are they worried about missing deadlines? Quality issues? Budget overruns? Once you understand their primary concerns, you can address these specifically in your communications.
Have a direct conversation
If appropriate, consider having a calm, professional conversation with your manager about their management style. Frame the discussion around your productivity and how you can work together more effectively rather than criticising their approach.
Sam suggests using the "HEART Model" for difficult conversations, which starts with being honest in a calm, collected, and rational way. She advises to "grasp the nettle" and use coaching skills "upwards, not just across and down."
Request clear expectations
Ask for specific, clear expectations about your work. Understanding exactly what success looks like can help you deliver results that meet your manager's standards while potentially reducing their need to micromanage.
Suggest a structured accountability system
Propose a system for tracking progress and accountability that gives your manager visibility without requiring constant check-ins. This might include weekly summary emails, project tracking tools, or scheduled status meetings.
Seek support if needed
If micromanagement is severely affecting your wellbeing, consider speaking with HR or seeking support from workplace wellbeing services. Remember that persistent stress can have serious health implications and should be addressed.
How can organisations replace micromanagement with trust?
Answer:
By training managers in coaching and creating systems that reward autonomy, companies can reduce stress and improve outcomes.
✅ Strategies that work:
Invest in management development particularly around delegation, trust, and employee empowerment.
Promote a coaching culture focusing on developing employees' skills and confidence rather than controlling their work, leading to better outcomes.
Establish clear expectations for managers.
Address underlying organisational issues, such as unclear goals, unrealistic deadlines, or excessive pressure from senior leadership. Addressing these root causes can reduce the conditions that lead to micromanagement.
Create psychological safety where mistakes are seen as learning opportunities rather than failures.
💰 Poor mental wellbeing costs employers in the UK an estimated £42 billion to £45 billion annually through presenteeism, sickness absence and staff turnover, says a report from the Mental Health Foundation.
The coaching alternative to micromanagement
Throughout our podcast, Sam emphasised the power of a coaching approach as an alternative to micromanagement. But what does this look like in practice?
From telling to asking
Instead of telling employees exactly what to do, coaching managers ask questions that help employees think through challenges and develop their own solutions. This builds critical thinking skills and confidence.
Sam said: "When we start to ask questions and inquire and be curious rather than just be directive and tell or even do it for them, actually, all of a sudden, people start to be accountable for their own actions. People are more committed, people are more connected, there's more trust."
Focus on development, not control
Coaching managers see their role as developing their team members' skills and capabilities rather than controlling their work. They provide guidance and support while allowing employees room to learn and grow.
Building autonomy gradually
Effective coaches gradually increase employees' autonomy as they demonstrate capability. This creates a positive cycle where employees gain confidence and skills, requiring less oversight over time.
Creating a ripple effect
Interestingly, Sam notes that when managers adopt a coaching approach, "...they start to coach each other. Every time we've done it, with bar none, we start to see it... even if we don't train the team on even what coaching is, they start to copy."
This ripple effect can transform workplace culture, creating an environment where curiosity, trust, and collaboration replace control, fear, and micromanagement.
Changing the conversation: from parent-child to adult-adult
One of the most insightful frameworks Sam shared in our podcast comes from psychologist Eric Berne's concept of ego states. In this model, people communicate from one of three states: parent, adult, or child.
Micromanagement typically involves communicating from a "parent ego state" to someone in a "child ego state." This creates an inherently unbalanced relationship that can feel demeaning and disempowering.
The alternative is to establish "adult-to-adult" conversations, where both parties communicate as equals, with mutual respect and recognition of each other's capabilities and perspectives. This shift fundamentally changes the dynamic from one of control to one of collaboration.
As Sam puts it, when people start communicating as adults and showing curiosity about each other's perspectives, "all of a sudden, we start to generate a team that are curious and interested in each other. And the shift happens remarkably quickly."
Moving forward: creating healthier workplaces for everyone
Micromanagement isn't just an individual issue – it's a systemic challenge that affects workplace health, productivity, and retention. By understanding its causes and impacts, both employees and organisations can take steps to create healthier, more effective working relationships.
For individuals, this might mean building trust, communicating proactively, and having courageous conversations about management approaches. For organisations, it means investing in management development, promoting psychological safety, and creating cultures where coaching and development take precedence over control.
As Steven noted in our podcast, when leaders make the shift from micromanagement to a more collaborative approach: "The whole motivation level of the team went through the roof compared to what it was. The loyalty to doing the right thing and commitment to the organisation really skyrocket actually compared to where it had been."
The result is a virtuous circle that benefits everyone: employees feel trusted and valued, managers can focus on strategic priorities rather than minute details, and organisations benefit from increased innovation, engagement, and retention.
At Verve Healthcare, we believe that workplace wellbeing isn't just about physical health – it encompasses mental wellbeing, job satisfaction, and healthy working relationships. By addressing issues like micromanagement, organisations can create environments where people truly thrive.
Get in touch
If micromanagement is stalling your team, we’re here to help. Get in touch today and let us help you keep your people healthy, happy and productive with access to mental health, physiotherapy and private GP services. Our pay-as-you-go Verve On Demand service means you only pay for the appointments that your staff use, while our Verve Health Assessments can help spot an issue before it escalates into a big problem.
If you have a specific healthcare supply need, then we are also happy to bespoke our service so that you get exactly what your people need.
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