Working With Your Micromanager - The Taskmaster
Working with a micromanager can be a stressful experience. Especially when the manager constantly asks for updates and pushes you to meet that next date. While this can be distracting, aggravating, and demotivating, there are things you can do to make it bearable. Use this information to understand what drives your Taskmaster and how to adapt your communication style.
Ultimately, Taskmasters micromanage because they are
uncomfortable with uncertain timelines and outcomes.
The Taskmaster
Taskmasters are one of the more common micromanager traits.
These managers need to know the plan and how much progress has been made. If
they don’t see every step the team takes, the project's outcome is not certain
enough to satisfy them. Taskmasters hold many meetings and impromptu check-ins
to get updates on short-term progress.
Taskmasters are battling some key concerns and fears around feeling
a need to contribute, lack of control, and status information.
Need to Contribute
Many managers eventually find themselves in a position where
they are not qualified to contribute to their team's accomplishments, which
leaves them feeling less than useful. Taskmasters will lean on their organization
and planning skills to create an impact.
Since many managers do not have formal leadership training,
they don’t have a skill set to translate their skills into mentoring or
coaching. Instead, they rely on trying to do this planning and reporting for
you but don’t have enough details to work independently.
That micromanagement, you feel, is their attempt to get some
of the work off your plate.
Lack of Control
Before their leadership role, your Taskmaster was probably
used to working solo or within a small team where they had strong authority. In these situations, they were used to taking
on and owning a project independently.
Success usually comes when they do what it takes to accomplish the goal.
Now that they cannot do the work on their own, these managers do not know how
to add certainty to the outcome.
Leading through goals and motivation is a skill that takes
time to hone and perfect. These managers do not have the ability to communicate
the goals clearly. Instead, they push you to overplan and drag information out
of you.
That micromanagement, you feel, is a manager striving to push
you toward a successful outcome.
Information about Status
Taskmasters pride themselves on accurately describing the
current status and timelines. In manager roles, knowing the progress of every
project and task often requires more time than is available. Since many
managers have minimal training, Taskmasters don’t know how to ask for what they
need to feel confident explaining risks and projections for a project.
That micromanagement, you feel, is their attempt to make
sure they know the current status of your project.
Showing Your Work with a Taskmaster
Now, it seems like more training for your manager could
solve much of this, which is undoubtedly true but out of your control. You can,
however, control how you communicate with your manager. By leaning on their strengths
and needs, let’s explore specifics around this communication that matches your
Taskmaster’s goals. Share your plans, share your progress, and check in when
finished.
Share Your Plans
Before starting the project, take some time to clarify the
steps you will take. This is probably the most challenging part. You will
likely want to start working and figure many things out as you encounter them;
resist this. Document the steps and how
long you think it will take to accomplish them.
Here is what is important: stay above the weeds, and do not
get too detailed about how you will do the work. However, do stay detailed
enough that they can see your thought process in breaking down the problem into
manageable chunks. Your Taskmaster won’t understand the day-to-day details of
how you do your work, but they will want to know the outcomes or milestones
they can use to measure progress. Be careful not to underestimate how long each
step will take; it is probably better to estimate a little long and deliver a
little early.
Share your plans using the phrase “I plan to” and avoid “Is
it okay if.” Be sure to ask for feedback about where they would do something
different. Make sure you accept and integrate that feedback.
Sharing your plans in this way will satisfy their need for
control by showing them that you have it handled. It will also give them a
script about what to expect, fulfilling their desire for status information. It
may also help with their need for control, assuming you integrate their
feedback.
Share Your Progress
Next, create a reminder to check in with your manager regularly.
Depending on the project, this could be daily, weekly, or biweekly. Taskmasters
desire to know the progress being made. I don’t recommend going longer than two
weeks without a detailed progress update. Your manager has probably already
given you insight into how often this should be. When do they usually ask you
for updates? How frequently do they ask, “How is your project going?”
In your update, share:
The tasks you have completed.
The challenges you have overcome, with the information about delays.
Any challenges you have not overcome, with questions about how your manager would proceed.
The work you have remaining in your plan.
The tasks you will work on next, with information about how long it will take.
Reminder: be detailed about milestones and outcomes at all
levels of this plan. Taskmasters want this level of information to know how the
project is progressing and when they can expect to see progress. Share any
impacts from challenges or new information. Make sure they don’t get surprised
by learning something from someone else.
Sharing your progress this way will consistently give your
manager the information they want before they feel the need to ask for it. This
will allow them to feel in control because you proactively show them what is
happening. In the same way, it will help them have the information they need by
allowing them to have status information to share with others.
Check-in When Finished
Finally, as you wrap up the project, create a summary for
your manager. Share with them any lessons you learned and any areas in which
you could use their support. Be sure to ask for feedback, asking them what they
would have liked to see you do differently.
Be sure to share your plans for what is next. Remember, “I plan
to”.
Checking in at the end will make it clear that you have
completed the work you know about satisfying their need for control and status
information. Asking for feedback and clarifying
that you need their support in specific ways will help them feel like they are
contributing.
Wrapping It up
Working with a Taskmaster can be frustrating and stressful,
but it doesn't have to be. By understanding their concerns and adapting your
communication style, you can turn this challenge into an opportunity to build
trust and achieve common goals.
Don't let micromanagement get you down—use these strategies
to take control of the situation and work effectively with your micromanager.
If you are working with a Taskmaster micromanager, give them opportunities to
contribute by asking for feedback and provide them with a sense of control and
knowledge by sharing the detailed plans they are after. Do this by sharing your
plans, sharing progress, and checking in at the end to demonstrate your
commitment to the project's success.
Stop Managing Up and Start Showing Your Work
Working With Your Micromanager - The Doer
Also, check out this post about strengthening relationships at work: Professional Relationships Drive Career Growth
If you are looking for more help in navigating your micromanager, consider reaching out to me.
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