We have all either heard the horror stories of leaders that micromanage or experienced it first-hand. Even the term micromanagement causes a visceral reaction, thoughts of being watched every minute of the day, and being questioned about every decision that you make. Micromanagers seem to think that by managing all facets of your working life, they can maximize your productivity. However, there is plenty of research that indicates that micromanaging your employees breeds distrust that leads to a toxic work environment. Toxic work environments lead to a decrease in productivity because they negatively affect employee engagement.
The most detrimental effects of micromanagement are that it limits the team’s capacity to grow—a by-product of autonomous decision-making, missing the big picture, and creating an environment wrought with distrust. If you don’t trust them to make decisions, they don’t trust you either. Twenty percent of the workforce leaves an organization because of the culture. A recent study done by the Society for Human Resource Management (SHRM) shows that over the last five years, the cost of turnover because of organizational culture totaled $223 Billion.
Raj Tanwar, HR Head, Advantage Club- a global employee engagement platform says, “Micro Managing – One of the biggest genesis behind micromanaging during hybrid is a lack of empathy. It multiplies when subordinates lack reporting, timelines spillovers and task closures. Also, in times of need, bosses come to the office to address a problem or customer concern, but some members’ team refuses to address it at the same pace. Clients and businesses do not bother whether you are working from home or the office. They are somewhat concerned about the services and updates for which they have paid.”
Every day constant surveillance along with excessive tweaking and input decreases productivity. Employees have to slow down in their work to process and implement the continuous input and changes to their workflow. It can also lead them to second-guess their ability to complete tasks independently. This results in staff that become dependent on their manager for guidance in completing their work.
One of the solutions is to bring an OKR-based reporting culture. Making the team come to the office at regular intervals and build camaraderie. Use of technology to engage, connect and exchange thoughts. Reward and Recognise equally and not differentiate basis which places the team is working. Train bosses on empathy and belongingness at work by design, he further added
