The Communication Gap That Triggers Micromanagement (And How to Close It)

 After 15 years leading teams, I've seen this pattern dozens of times: talented people getting micromanaged not because they're struggling, but because they're invisible. 

Their manager doesn't know what's happening, so they start digging. Here's how to break the cycle before it starts.

Are you frustrated with your manager's over-involvement in your projects? Do they check in on your status too often? Does your manager think they know more about the work than you do? What about those times when they redo your work for no reason?

You have to wonder: with how busy our managers must be, how do they find so much time to control everything?

The Micromanagers

To understand how to fix this, we need to explore why different managers end up micromanaging. Over time, I've observed various kinds of micromanagement, each with distinct ways and reasons for managers to get over-involved. These are not one-size-fits-all situations. At some point, every manager will probably exhibit each of these personas.

The Doers

One of the most common micromanagement styles is the doer. These are the managers who were once good at their team's job. More often than not, these people were promoted into management for their talent at getting the job done, and struggle with letting go. These micromanagers will usually give you detailed steps and checklists. They know what is happening because they tell you exactly what to do.

These managers micromanage because they are uncomfortable with not knowing the daily details about how the work is getting done.

The Taskmasters

The next most common micromanager is the taskmaster. 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.

These managers are uncomfortable with uncertain outcomes.

The Amplifiers

Amplifiers want to be able to confidently relay status and progress up the chain, probably to a taskmaster.

The Pattern I Keep Seeing

Here's what I've learned from both sides of the equation: in almost every case above, these managers feel like they don't know what is going on and don't know how to ask for what is missing. Or they're stepping in because nobody seems to be stepping up to ensure things are organized.

The pattern is simple. These managers are looking for more information and team members who show they don't need to be told what to do. Once you see this pattern, you can give them what they need.

Three Habits That Trigger the Pattern

Before you start changing the dynamic, you need to recognize the habits that trigger micromanagement in the first place:

1. Only sharing when the work is complete, or you need a new task
2. Asking permission
3. Being worried about their time

1. Lift Your Head and Share

Stop putting your head down and only coming up for air when the work is complete. Many of us find it easy to get focused and work through the problems and tasks in front of us right to the end. This is one of the things that causes your manager to get uncomfortable and triggers micromanagement.

It is easy to believe that since our managers assigned us a task, then they know what we are doing, but no news is not good news to a micromanager.

2. Don't Ask Permission to Do Your Job

"Sorry to bother you, but can I work on my weekly report tomorrow?"

When you ask permission, you tell your manager that you cannot progress without their approval. You are telling them you are stuck, and they must stop what they are doing to get you moving. The micromanager hears you say, "You have to own the next steps and tell me what to do. I am not accountable."

Many of us were taught from a young age to respect our elders and those in authority positions. However, there are ways to honor these values without encouraging the micromanagers around us.

3. Your Manager is Not Too Busy

It is your manager's responsibility to manage their own time. Frankly, if they have the time to micromanage you, they have time to receive your information. You do not need to worry about how busy they are. If your manager wants more information, give it to them.

Overcommunication is not possible in a professional environment. Think about how often you feel like too much about a project is being shared with you. Share everything that can be shared.

How to Break the Pattern

It's time to build a new habit around proactive communication. I like to call it showing your work. Just like back in school when your math teacher wanted to show all the steps, showing your work lets your manager know how you plan to solve the problem (Doers), how much time you think it will take (Taskmasters), and when you will follow up on the status (Amplifiers). The difference between now and school is when you show your steps. In the professional world, you must explain the steps before doing the work, not wait until you get the correct answer.

I Plan To

"I plan to finish my weekly report tomorrow." "I intend to work with the marketing department to ensure they have all relevant information."

Showing your work starts with sharing your plans. This is not asking. When you say "I Plan To" or "I Intend To," your manager hears: "Hey, I am going to do this unless you stop me." You are telling your manager you will do this, and now is the time to provide guidance or course correction. It shows that you are ready to own this project.

Here is a leadership secret: this is what initiative looks like.

Update Update Update

Create a reminder to regularly and proactively share your progress: what is going well, what has been unexpected, where you could use guidance, and the next steps in your plan.

If you ensure these updates are consistent and thorough, you will keep your manager fed with enough information to keep them at bay. They will have what they need to be comfortable with the project in your hands.

Share When You Are Done

Finally, check in with your manager when you are done. Show them the completed work, tell them what you learned, and share what you are working on next. Remember, "I Plan To."

What I've Learned

After years of managing teams and being managed, this pattern is predictable. Micromanagement happens when there's an information gap. Your manager craves more information to the point of needing to dig into everything you do.

The leaders who escape this cycle don't wait for their manager to change. They change what triggers the behavior.

Stop waiting for them to give you tasks and for them to ask for updates. Start proactively showing your work: I plan to, share your progress along the way, and ask for feedback at the end.

Begin replacing the words "May I" with "I Plan To." Then, reflect on how that changes your own perception of your autonomy.

Want more help improving how to show your work? Consider reaching out to me.

You're great at the work. Let's make it visible.