The Time and Place for Micromanagement

Micromanagement comes up with almost every client we work with. Whether it’s in one‑to‑one mentoring or with entire teams, someone will eventually ask the same question with the same mixture of frustration and exhaustion: How do I deal with a micromanaging boss? No one enjoys having their every move scrutinised. It undermines trust. It strips away autonomy. It erodes confidence. So when people ask, “Is micromanagement bad?” the instinctive answer feels like an obvious yes.

But to understand it properly, we have to detach from our own discomfort and look at the situation through the eyes of the micromanager.

If you're being micromanaged, pause before reacting and ask yourself a different question: Why would my boss feel the need to do this? The easy answers come quickly. “They don’t trust me.” “They like control.” “They want to be in every detail.” “They need to be in charge.”

All of these may be true. But there’s another answer most people never consider, and it is often closer to reality: they care. They care about you. They care about the team. They care about the mission. They care about the outcome so intensely that it becomes overbearing. And in many cases, they aren’t even aware they’re doing it.

It’s easier to see this dynamic in parenting. A helicopter parent hovers not because they want to limit their child’s independence, but because they’re terrified something could go wrong. The intention is protection, even though the result is resentment. The same thing happens in leadership. Caring without awareness turns into control. When your children are young, you stay close to protect them. As they grow and prove their competence, the distance increases. Leadership is no different.

When we shift our perspective from frustration to understanding, the real question becomes clearer. Instead of asking, “Is micromanagement bad?” we start asking, “How can I reduce the need my boss feels to micromanage me?”

Blaming the micromanager is easy. Taking ownership is harder, but far more productive.

If you believe your boss doesn’t trust you, invest in building that trust. Strengthen the relationship. Communicate frequently. Deliver consistently.

If you think your boss has control issues, remove the uncertainty that feeds that urge. Provide updates before they ask. Keep them informed so they don’t feel the need to insert themselves.

If your boss wants detail, give them detail. Anticipate their questions. Show them you understand the standard and that nothing is being overlooked.

If they like dictating the plan, let them. Execute well. Demonstrate reliability. Over time, competence earns freedom.

These actions may feel counterintuitive, especially when you're frustrated, but they work. They gradually remove the perceived need for micromanagement. As trust grows, leaders naturally loosen their grip.

Micromanagement is not always the wrong tool. It has a time and a place.

A new team member still finding their footing needs tight guidance. Someone repeatedly missing the standard may require closer supervision until they regain consistency. In these moments, micromanagement isn’t punishment, it’s protection for the mission and support for the individual.

But micromanagement must be intentional, transparent, and temporary. It cannot become a default way of operating. Over time, it burns the leader out and suffocates the team. People crave freedom. Without it, morale drops, initiative dies, and talent eventually leaves.

So, is micromanagement bad? Yes, when it becomes long‑term, unconscious, or rooted in fear. But most leaders who micromanage do so because they care deeply about getting the mission right and supporting the people responsible for delivering it.

When we detach emotionally, understand their perspective, and take ownership of the part we play, something shifts. The pressure that fuels micromanagement begins to ease. Trust grows. Autonomy expands.

And with that, freedom returns, not because it was demanded, but because it was earned.