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...

Your manager is micromanaging you. They probably don't want to. You definitely don't want them to. So why does it keep happening? Because there's a gap between what they need to feel confident and what you're giving them. Good news: you can close that gap. 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 answer this question, 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....

Universities now operate like corporations. Budgets, enrollment, and metrics dominate conversations that used to be about scholarship and teaching. And yet, while chairs are expected to run their departments like business units, most get no leadership training at all. You’re managing budgets, people, and strategy. But nobody ever taught you how. So let’s borrow something that works from the corporate world: Stop managing your dean. Start showing your work. The Problem with “Managing Up” If “managing up” makes you cringe, you’re not alone. It sounds political. Manipulative. Everything you went into academia to avoid. You’re right to resist that language. You don’t manage your dean. Your job is to lead your department well and make sure the right people know what’s happening. Why Deans Feel Distant Your dean isn’t ignoring you; they’re overwhelmed. Ten departments. Ten priorities. Ten contexts. That’s maybe two hours a week to focus on yours. They’re juggling...

Do you find yourself dreading the start of the workday?  Are you feeling tired or just plain overwhelmed with everything you need to get done?  Unfortunately, you are not alone. According to a recent Work in America Survey , 57% of us experience negative impacts of stress. You can reduce stress at work, even with a demanding manager or environment. Let’s examine how you increase stress by not getting clear on priorities, making assumptions, and protecting your reputation. No Priorities Is your to-do list a never-ending assortment of everything brought to your attention? Are you often overwhelmed with the sheer volume of work? You may find yourself jumping from task to task, never feeling like you've accomplished anything significant. Not having a defined direction leads to stress and pressure as you struggle to determine what should be done first. Additionally, without clear priorities, you may end up spending too much time on less important tasks, leaving you feeling pressure...

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...

 Working with a micromanager can be frustrating and demotivating, especially when they seem frantic or ask for things they don’t understand. However, there are things you can do to change the story. Use this information to understand what makes your Amplifier micromanage and how to adapt your communication style. Ultimately, Amplifiers want to be able to confidently relay status and progress up the chain, probably to someone who is micromanaging them. If you haven’t yet, check out this overview of micromanager types: It’s your fault you are being micromanaged . The Amplifier Amplifiers are often influenced by the dynamics within the organization, particularly in larger, multi-layered structures. They strive to avoid surprises in meetings and may hover until they obtain the information they seek, inadvertently amplifying the pressure they feel onto you. Understanding this dynamic can empower you to manage your relationship with them proactively. Amplifiers are driven by seve...

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. If you haven’t yet, check out this overview of micromanager types:  It's Your Fault You're Being Micromanaged . 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 concer...