Micromanagement: The Greatest Temptation and the Greatest Sin of Leadership

We have all been there at one point or another. Placed in a position of authority over others and responsible for ensuring the delivery of a product and/or service we immediately feel the evil tug of micromanagement.

It starts really early.

Two five year old siblings set up a lemonade stand on the curb. One of them seems a little more vocal and hands on then the other. From a distance we would look at the two and say that the loud and decisive one is clearly more of a “leader” than the other.

But on closer inspection what we find is a person who doesn’t believe anyone else can implement their product better than they can. The extra person is just that, extra. They are along for the ride and might serve a purpose to lift and move things but otherwise they had best sit still, shut up and let the real leader handle things.

Sadly things do not seem to change much from the five year old and the adult tasked with similar, albeit greater, responsibilities at a business or in government.

The temptation to micromanage is everywhere. It is in the home, the workplace, in houses of worship, in book clubs, sports teams and of course, in government.

Something inside of people cannot fathom that others can assist in implementing a strategy, product or service in a way that ensures a quality end result. In fact it might even lead to an end result better than the person imagined.

The compulsive micromanager is a generally a small-minded, insecure individual who tends toward a “my way of the highway” attitude and an inability to trust. They are fearful of negative consequences, unwilling to experience failure and quick to blame others when failure all to often happens to them. They do not see themselves as part of the big picture – they are the big picture – and everyone else is raw material to be used, abused and discarded at their whim.

The good news is not everyone is a micromanager. In fact while most of us understand the temptation there are ways to avoid falling into the sin.

First and foremost a leader understands that they play one of many important roles in the ongoing delivery of product and service. The leader knows that to attempt to do or micromanage everything turns them into a bottleneck that stifles productivity, creativity and ultimately a quality end-result.

Part of being a good leader is surrounding yourself with talented people, generally people more talented than yourself in areas that are strategic to your goals, and actually letting them do their work.

Trust is probably the first skill a leader should learn to develop because trust is the enemy of micromanagement. Now we are not speaking of blind trust here but a trust that is built on the foundation of good hiring practices and a solid understanding of the goals of the organization.

If you want to know if you are a micromanager simply ask the people around you and the people who work for you. I’m serious. Staff can smell a micromanager coming a mile away. If you ask for genuine, honest opinions and some examples you will be obliged.

By doing this you exercise the trust that a good leader employs.

Nobody likes a micromanager – and I mean nobody. This is not an exaggeration. The career micromanager hears this and says to themselves and anyone else who is there to listen that “I didn’t get into this to be liked – I got into it to make sure stuff gets done”.

While there may be truth in this statement it is disingenuous because it is designed to deflect. It is the fallback of a person who struggles to learn. A good leader is humble and willing to learn.

To avoid the sin of micromanagement is to understand that people are your friend. You have staff who have been hired to accomplish certain tasks – some specialized, others generalized, but all for a purpose.

You need to let them do their job.

In order for them to do their job well you need to be a good communicator. A strong, well-written job description, regular performance evaluations, constant feedback and opportunities for free and open communication (staff meetings etc).

Of course for all of this to work the leader must exercise another critical skill – that of listening.

Listening is what causes a leader to leave their door open and make themselves available. Listening means not talking and not interrupting while staff are presenting ideas, struggles and concerns. Listening takes patience and time…something the micromanager struggles to employ.

A good leader seeking to avoid the sin of micromanagement focuses on enabling staff to do their jobs. Leaders set expectations, then they remove obstacles and provide support to enable staff to accomplish their goals.

A good leader does not simply have an outcome in mind but a road map to the outcome that outlines the necessities along the way – this might be a project plan or a strategy but whatever you call it, it keeps people on track. This should be created in consultation with the staff expected to assist in completing the project. Having this in place can help a leader avoid falling into micromanagement.

What happens when people do not meet expectations?

This is part of any workplace. For all sorts of reasons outcomes are often not achieved the way we would want. A lot of these reasons are not, in fact, your employee’s fault and you should be able to tell the difference. Your employee could not have anticipated the tornado that came and destroyed the lemonade stand. Sure they could put in place certain conditions to mitigate this risk such as selling the lemonade out of a tornado bunker but then you sacrifice valuable client visibility and as such the best bet is to take the risk.

If you have the correct tools in place – the good job description, the project plan, the open and clear communication, you can identify when the employee genuinely misses the mark and can implement strategies to ensure success. If it keeps happening the employee is asked to leave and someone new comes in.

In these circumstances the micromanager panics and blames the employee for the failure of the project. They hear a loud and repetitive voice in their head which says “I told you you should have done it yourself” and nothing changes.

Micromanagement turns your organization into an organization of one person with a lot of wasteful spending on everyone else. It creates a bottleneck and inefficiencies sky rocket leading ultimately to collapse.

You don’t have to be a micromanager. Sure the temptation is almost always there. We all look at a marketing design or message, a product strategy or a service delivery plan and think to ourselves “hmmmm”. The trick is to remind ourselves that we have good people in place to do these things and we need to trust they know what they are doing.

the ever growing darkness

i looked up and into time
deep into the cold and pin-pricked black
and i saw a silvery star go out
like an eye that stopped looking back

i looked up and into space
and the witnesses went away
one after one after one
they fell, lost to the night, lost to the day
until we were consumed
by the ever growing darkness


i wanted to stay in the same room with her
as long as possible
that we might breathe the same air,
and consume the dusty sunlight
that slanted through the south window
and across the broken wood floor.
i wanted to listen to her breathing
and synchronize my ins and outs with hers
and just live for a few moments
in a desperate silence
punctuated by cars in the distance
penetrating our stillness
through a small crack in the pane
that we might become one for a little while;
to stretch these seconds out till it seemed they might break
because eternity can be so short sometimes

Why I Would be a Shit Politician

Every so often someone tells me I should run for political office. I am never certain if I should be flattered or offended. I know they mean well but it just wouldn’t work for me.

My ideals and beliefs are all over the map when it comes to the political realm. I can be fiscally conservative in some areas and socially exceedingly liberal in other areas. My typical response to virtually every question and hypothetical is “it depends” and “what works in this circumstance may not work in that” etc.

You get the idea.

Politics (at least as it is structured today) requires you to subscribe to a fairly detailed set of beliefs and positions as defined broadly by your political party and/or party leader.

I have a difficult time aligning myself because I cannot systematize and enshrine my positions to such a degree. Culture changes, I change, the world changes on a moment by moment basis and so too must positions in relation to this. The world is not a static easy to define concrete floor inside of a room safe from the elements. The world is like the ocean – at times stormy, at times calm, sometimes sunny, sometimes cloudy, sometimes day or night. In such circumstances you must hold agile and flexible positions to ride out the swells so-to-speak.

The rigidness of the current political environment and structure leads to intransigence and division and a constant state of opposition with little to no thought. This is unhelpful and stagnates progress.

I cannot succeed in such an environment. I would be called out for being wishy washy, and incapable of making a decision because of my constant need to evaluate circumstance.

No, I would be a shit politician – always at odds with the party and often incapable of towing the party line.

Some have said “but there is not party in municipal politics”.

This may be so but the populace is so indoctrinated to party politics it still matters at the municipal level. It would be easy for people to push you out based on defining you by party lines. It still matters to people.



There is no such thing as past and future – only present.

The past is an idea used to explain why the present exists and all that is in it. It helps to explain memory, but it doesn’t confirm anything.

The future is simply a phrase for unrealized hope or expectation.

The present is the only thing. These thoughts rise from the idea of the continuity of consciousness that I have been preoccupied with of late. A stretch of awareness broken by sleep.

Even stretch is too much. The present is only now parentheses-ed by our need to explain that we are, and our hope/expectation that we will be.

When we sleep do we awaken or are we something new filled with the memories of a departed life? Has every momentary me before now died to be replaced by me now? It seems likely.

The present is forever now and forever gone and forever will be. That we are aware of these things tells us something of what we call time and it’s mutability.

We are surfing time right now…not so much moving through it as on it. How we move depends on our speed relative to the object we call home. Yet the universe is expanding at a rate faster than light (at least on the edge). How that must mess with time there.

But for now I should stop writing as I seem to have run out of time. ūüėČ