Micromanagement and Interim Managers

You have probably heard of Humanistic Management, Ethical Management and many other terms to define an exemplary management, or at least a management more inclined to favor the employees and their well-being than what we all know. We have talked about it ourselves lately, and support the idea that these methodologies are generally beneficial.

The plague of Micromanagement

Nevertheless, a plague is attacking the quality of management worldwide. A kind of extremely contagious plague that decimates companies. Its name ?


Definition of Micromanagement :

The Micromanager is the one who follows you, the one who is always around, who wants to know your every move, deed and action. It’s the manager who tells you what to do and how to do it, without leaving any freedom. It is somehow the “tomtom” manager, a GPS that tells you to turn around constantly, who does not try to understand, who annoys you very, very quickly …

It is actually a management technique that is not based on the basic principles of the manager/employee relationship.

Micromanagement completely ignores the trust that a manager can and should place in his employees. Likewise, he lacks the humility to regularly question himself, and to see what his collaborators can bring him in terms of human relations, managerial methods … etc.

Incompatible with Interim Management

Interim management appeals to men and women in total unity with their teams. Their human values are, beyond the admiration they incite, the fuel of a revolutionary management.

Simply put, interim managers rely on their employees. They care about the well-being at work of their teams, and the impact on their productivity.

However, micromanagement is absolutely not source of well-being at work. On the opposite, it is very often destructive.

How to fight against micromanagement?

The idea is not to throw stone at those of us who have a tendency to micromanage. After all, we often unwillingly copy the techniques of those who trained us. Micromanagement, especially in France, is part of our heritage. Perfectionism in the French way!

The fight against micromanagement begins by acknowledging this trend. Here are some clues:

  • You can’t fully delegate a task
  • You request reports on all actions in progress,
  • You have trouble finishing your tasks because you handle those of your employees at the same time,
  • You want your teams to think like you,
  • You never trust your employees,
  • To manage becomes a burden, because nothing is done according to your criteria,
  • You feel burned out because of the excessive workload.

These are just a few criterias, but they are very common among micromanagers.

To fight this, we must agree to change. Accept the idea that the method used, perhaps for years, is bad. This is one of the basics to learn how to delegate.

Delegating does not mean giving up a task. This does not represent the subtraction of a task from your to do list. Rather, it is to trust a collaborator, who will take care of this activity because he has the skills for it. Sometimes delegating is too difficult because the stakes are high. But a seasoned manager (which our interim managers are) is an outstanding trainer. A skillful training, before moving to the “delegating” step, allows the manager to solidify his teams, to delegate, and therefore increases the productivity. To delegate is an art. An art requires practice and refinement.

It also implies that the manager is constantly listening to the ideas of his colleagues. Training does not represent a time when the manager teaches others to do exactly as he does. Nobody has the monopoly on good ideas!

A need for appreciation

For the employees of a company not to be discouraged by micromanagement, appreciation for the work done is necessary.

A good manager is a manager who congratulates his teams for their quality work. Relevant and detailed remarks will help them improve where there is a need.

True appreciation, however, is not what one would expect from an annual assessment. This is not the semblance of mandatory listening that meets the need for appreciation.

A manager who takes the time to spend time with his collaborators and to discuss things other than urgent projects in progress, will be an accessible manager, appreciated for his human qualities. Nobody likes to be tracked.

The asset of Interim Management

Interim managers are experts in management, human relations and business productivity’s growth. Their management has a wealth of experience gained over many years in companies, in times of stress, restructuration, increased productivity … etc.

Who would not want a straight solution to improve their management?

To learn more about interim management and how Reactive Executive can support you in this transition process, contact us!