“The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint to keep from meddling with them while they do it.” – Theodore Roosevelt

Micromanagers fall trap to closely direct and control the actions of others because it gives them a sense of security. They do not believe that their colleagues will successfully complete a task or discharge a responsibility even if they see they will. Such behavior reveals emotional insecurity that often results in a failure to focus on strategic issues. It becomes ironic when managers or supervisors themselves exhibit micromanaging behavior that often affects the physical and mental health of their subordinates.

Micromanagers’ approach is generally a bullying one and they use their authority/ power to instill fear in those around them to ensure cooperation. They have the propensity not to allow subordinates to make decision even on minutest detail without consulting them first, and even if such decision is within the scope of authority of the subordinate. It brings compelling reason for employees to recognize the problem that micromanaging brings to themselves and to the organization.  Although it has some advantages, e.g., ensuring that tasks are done, but also cannot deny the disadvantages that could damage trust and relationships.

Micromanagement can be a detrimental force within any organization, leading to decreased employee morale, hindered productivity, and a toxic work environment. 

Our seminar-workshop aims to provide professionals with the knowledge and strategies needed to effectively handle micromanagement challenges and create an environment that promotes autonomy, trust, and collaboration.