Micromanagers

By Betsy Barbieux, CAM, CFCAM, CMCA / Published August 2024

Most of us have encountered a micromanager board member or supervisor. They’re involved in every project, have an opinion about everything, and can always show you a better way to do it. They seem to believe the place will fall apart without them and make themselves available to everyone and anyone via text or email. Always on their phones, they seem to have never established a time boundary for themselves and can’t separate their workday from home. The kids have learned not to count on them showing up for ball games.

     You might be a micromanager if the following apply:

• You are unable to delegate
• You overcommunicate, overexplain instructions, and offer step-by-step details
• You hover, but you try to make it look like you are not hovering
• You constantly schedule meetings
• You ask staff and others to account for every minute of their day
• You don’t allow others to slow down or stop; they must always hustle
• You sign off on all teammates’ work
• You are the sole point of contact

     Angela Robinson in her 2022 article, “8 Signs of a Micromanager Boss & Ways to Deal With It,” identifies some common behaviors of
micromanagers.

1. Does not delegate
        Instead of delegating, micromanagers will take on or have a hand in all functions. You’ll often hear them say, “See? I have to do everything because my staff never does anything!”
2. Overcommunicates
        Communication is usually a good thing, but explaining everything over and over again is frustrating. It also slows down the task if the micromanager keeps checking on you and giving instructions again. Granted the intention may be to be thorough, but it often has the opposite effect.
3. Hovers
        Micromanagers are always around. Every time you look up, he happens to be nearby. On days off, the micromanager conveniently leaves an item in the office or stops by just because he is in the area.
4. Calls constant meetings
        Constant meetings are a hallmark of micromanagers. But during the meetings, the micromanager does most of the talking while everyone else zones out. The meeting will end with the micromanager asking if there are any questions or suggestions. It doesn’t take long to learn to be silent because the micromanager really did not want suggestions or questions. Instead he wanted total agreement.
5. Asks you to account for every minute of the workday
        There are certain professions that do keep track of billable hours, but CAM management and all the support staff tasks are not one of those professions. All it takes is one phone call, and every planned task for the day is scrapped. In the CAM industry, we are more likely to get tasks done by the end of the week, not the day.
6. Demands continual hustle
        Micromanagers can’t tolerate people standing around. But, if you remember the DISC different communication styles, these styles also work at different paces. D is fast paced and task oriented. I is fast paced and people oriented. S is slower paced and people oriented. C is slower paced and task oriented. So not everyone works well if forced to hustle.
7. Wants to sign off on every step
        Reviews and checks and balances are not bad things. In fact, these measures are essential for quality assurance. However, while good managers check-in from time to time, volunteer to give their opinions as needed, and ask to review important or sensitive tasks, micromanagers demand to oversee every piece of work that employees complete.
8. Positions self as sole point of contact
        Micromanagers seem to be personally involved in all conversations. They need to be the “go-to” person so much so, they may not permit you to join professional organizations so you can network for problem solving and sharing ideas with other people.

     Some micromanagers are oblivious of their overbearing habits. You may be able to share with them an observation about a recent behavior that could spark a conversation.

     Others are quite aware of their behavior and are proud of it. Perhaps their behavior is a reaction to others who in the past took advantage of the work freedoms they were permitted. Micromanagers may have trouble distinguishing what level of involvement is helpful and what is excessive. Micromanagers who have anger issues should not be confronted. They could be creating a hostile work environment, and you should talk with their supervisor or seek help from an attorney.

Give Beneficial Feedback to a Micromanager

     “I find that I work better when given space to think and experiment. Can you help make this happen?”

     “I get performance anxiety,” “I am more productive when focused for blocks of time,” or “Interruptions often block my creativity.”

     “I want to work on being more independent.”

     “Are there aspects of my performance that make you feel I need extra supervision?”

     “I found this new tool that can keep you updated on my progress.”

     “You seem like you have a lot on your plate. You don’t need to check on me so often. I’ll ask for help if I need it.”

Don’t Say This

     “Leave me alone, and stop bothering me.”

     “Why don’t you do it then?”

     “Obviously I can’t do anything right.”

     “Everyone complains about your micromanaging.”

     “It won’t get done any faster with you nagging me.”

Last Tip

     Remember your boundaries—what is within your control and what is not. The boundaries you control are thoughts, words, actions, attitudes and motives

     What you don’t control are the past, the future, the actions of others, the opinions of others, what happens around you, what other people think about you, the outcome of your efforts, and how others take care of themselves. 

Betsy Barbieux, CAM, CFCAM, CMCA

Florida CAM Schools

     Betsy Barbieux, CAM, CFCAM, CMCA, guides managers, board members, and service providers in handling daily operations of their communities while dealing with different communication styles, difficult personalities, and conflict. Effective communication and efficient management are her goals. Since 1999 Betsy has educated thousands of managers, directors, and service providers. She is your trainer for life! Betsy is the author of Boardmanship, a columnist in the Florida Community Association Journal, and a former member of the Regulatory Council for Community Association Managers. Subscribe to CAM Matters^TM at www.youtube.com/c/cammatters. For more information, contact Betsy@FloridaCAMSchools.com, call 352-326-8365, or visit www.FloridaCAMSchools.com.