Working With Your Micromanager - The Devout
Working with a micromanager is often frustrating, stressful, and demotivating. Especially when that manager believes they are the only person in the organization capable of doing the job correctly. While this can be infuriating and demoralizing, there are things you can do about it. Use this information to understand what drives your Doer manager and how to adapt your communication style.
Ultimately, Devouts micromanage because they desire control
over the situation and outcome.
If you haven’t yet, check out this overview of micromanager types: It’s your fault you are being micromanaged.
The Devout Micromanager
Most people fear the Devout micromanagement style. They
enjoy micromanaging or believe that they must rule with an iron fist. I find
them to be rare. They often show up in retail or food service, where speed of
service is believed to be necessary. Many Devouts will be incredibly busy at
work, with too much work on their plate to spend any time talking to you. While
you often cannot do much about these micromanagers, there are ways you can adapt
your communication and work styles to improve the relationship. However, it may
be prudent to start looking for another job.
There are several key drivers for devout micromanagers in leadership
roles. These come down to control, reputation, and trust.
Control
These managers believe in the strictest idea of “The buck
stops here.” Since they want to be certain of how the work gets done, Devouts often
do work for their team instead of delegating, genuinely believing that they are
the only ones who can do the task correctly and that training someone else will
take too much time. Additionally, if they
did allow you to do something, it is almost a given that they will redo the
work after you are done. Or they will hover and follow you, correcting every
misstep immediately.
That micromanagement, you feel, is them pushing to be
specific about how work gets done.
Reputation
Devouts are proud of their track record and want to ensure nothing
tarnishes it. To this end, they will want to double-check every detail. They will also be agitated or angry when even
the most minor mistakes are made. They
may expect you to apologize and explain what you did to make the mistake.
That micromanagement, you feel, is them protecting the
reputation of the team and themselves.
Trust
One of the biggest drivers of relationships and minimizing
micromanagement is trust. With Devouts, trust is a hard-won achievement. Many
of these managers will expect the people around them to prove themselves
trustworthy with every task. You may
hear them say, “It’s hard to find good help these days,” and “They have not
earned my trust.”
What does this mean?
To a Devout, it likely means you are not showing that you will make the decisions
or take the actions they would take to meet their quality expectations. Trust
is established after enough events to make your manager believe you will follow
procedure and not make mistakes.
That micromanagement, you feel, is their effort to show what
will earn their trust.
Showing Your Work with a Devout
At this point, it seems like these are insecurities that
your manager needs to move past, which is undoubtedly true but out of your
control. You can, however, control how you communicate with your manager. By
leaning on their expertise, let’s explore specifics around this communication
that reflects your Devout’s ideals. Clarify their expectations, share your
plans, and share your progress.
Clarify the Expectations
Start by clarifying the details of your project, focusing on
the process or procedures already in place. Work to read any existing documents or
outlines first. Then, schedule some time or a message with questions. Ask about anything they want changed compared
to the current procedures and how they expect you to proceed. In this communication,
lean on their expertise and desire for control. Be clear that you are here to
make sure things work out how they expect.
As you clarify the goal, remember that your manager has a
very clear expectation for how you should proceed. Their answers will most likely be steps or
directions for you to follow. However, their answers will be short and will
directly reference the procedures. Be sure to ask clarifying questions about
specific steps that are unclear. Getting
clear answers about why those steps are essential will be difficult, so do your
best to push those questions until later.
Clarifying the goals this way will help reinforce to your
manager that they are in control and build trust by clarifying that doing the
right job is important to you.
Share Your Plans
Now that you have clarified the goals and corrected
procedures take some time to share the steps you will take. Keep in mind that
your manager will prefer succinct communication. Focus on the procedures you
will follow at a high level, calling out any exceptions. Also, be clear about
how long you expect it to take to complete the project. Be ready to receive some
pushback, as your manager will likely think your estimate is too long. Your
manager believes they can do it faster.
Here is what is important: Stay at a high level where the
documented procedures are correct, but get into specifics where changes are
needed. Your Devout manager will appreciate your commitment to their time and
attention to doing the right thing.
Your Devout manager values correctness and timeliness above
all else. Be careful not to spend too much time making or sharing this plan
since the process is already clear to them. Offer to update the documentation
for all corrections they have identified.
Sharing your plans in this way will build trust by showing your
readiness to follow their expectations. It will also give them a sense of
control and respect for the reputation that they are seeking.
Share Your Progress
Finally, create a reminder to check in with your manager regularly,
but also be ready to give an update anytime they stop by. Depending on the
project, this could be daily, weekly, or biweekly. Devouts will value knowing
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 questions about what they would have done differently.
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 details about how you will work through them.
Reminder: stay direct and brief unless you need details
about their expectations. Devouts want to keep moving and not waste time talking
about a procedure that is already documented.
Sharing your progress this way will consistently give your
manager the update they want and the sense of control they want. This will also
build trust by showing that you are delivering progress and are prepared to
give updates when they ask. Lastly, it will respect their reputation by keeping
your quality high.
Wrapping It Up
Working with a Devout micromanager can be challenging, but
there are strategies to adapt your communication and work styles. Understanding
their need for control, protection of reputation, and trust can help you
navigate the relationship. By clarifying their expectations, sharing your plans
succinctly, and demonstrating progress, you can reinforce their sense of
control and build trust, potentially improving the working relationship.
However, it's also important to consider whether finding another job may be necessary
if the micromanagement becomes too overwhelming.
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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