While managers might not even realize their behaviors are micromanaging, employees find the micromanagement quite obvious, according to a 2008 article by Jerry Osteryoung of Florida State University. A micromanaging boss can be stressful. Employees feel their every move will be subject to scrutiny and can become too nervous to suggest alternative approaches or fresh ideas. Because managers don't always realize they are micromanaging, an employee can take steps to tactfully increase the boss' awareness of her own management style, while simultaneously engaging in practices designed to reduce her need to micromanage.
Instructions
1. Evaluate your own performance. Critically consider if anything you did caused the boss' actions. Determine if the boss has a tendency towards micromanagement and if it is an approach she takes with other employees -- if so, it may be her personal management style. However, if the boss only recently started to micromanage your work, it usually indicates a loss of confidence in your abilities.
2. Ask your boss how she would like to receive updates from you -- for example, by email or in a face-to-face meeting -- and how often. Be proactive and provide the updates on a regular basis before she asks.
3. Adopt the "no surprises" rule. Micromanaging may be an indication that your boss doesn't trust you. Earn your manager's trust by keeping her in the loop about any important issues and don't let your boss find out about incidents within your area of responsibility from someone else -- particularly her own bosses.
4. Schedule a meeting with your boss to explain to her that you feel micromanaged. Remain objective and factual, and avoid coming off as attacking your boss. Calmly state some examples of specific incidents -- without assigning blame -- and explain when you felt micromanaged during the incident. Explain what you would do differently or how you would handle the situation if given the chance. Remain calm and respectful, and don't overwhelm the boss with critical examples -- one or two specific incidents that adequately make your point is enough.
5. Point out micromanaging behaviors as they occur -- it's possible your boss doesn't realize when she is micromanaging. Avoid an accusatory tone; instead of saying "you did," begin with "I felt" when explaining the issues.
