Employee and his demanding bossWe can all recall a time when we were “blessed” with a micromanager who made sure we did everything their way.  Remember how you felt? Not trusted. Disengaged. Not valued. Stressed. Negative.

Was my manager blind? Could they not see how their style impacted my performance?

Why does someone micromanage?  Usually they do not trust others. They treat people as subordinates, not team members. Their way is the only way to do something. Many times they are so focused on results that they alienate people because they are “control freaks”.

 If you are a micromanager, I have great news: it is easier for you to change than to change everyone around you! It doesn’t require you to become squishy, sappy, disingenuous, or weak.  It is not you as person we despise; it is your style. With a few simple changes, you will be amazed at how people will respond to you going forward.

  • Begin in a friendly way.
  • Give honest and sincere appreciation. Become genuinely interested in other people
  • Talk in terms of the other person’s interests.
  • Show respect for the other person’s opinion. Never say you are “wrong”.
  • Try honestly to see things from the other person’s perspective.

If you think you may be a micromanager, I challenge you to make these five changes in your approach. At the end of a month, you will be amazed at how much your management style changed.

You will gain greater respect and cooperation from those around you. It is not painful; I promise.

– A Recovering Micromanager

 

Posted by Bob Price

Bob brings a very diverse background to his position Vice President of Strategic Partnerships at Dale Carnegie Training. After earning a Bachelor of Science in Business Management from Cal Poly San Luis Obispo he was recruited into an operations management position with a national industrial chemical distributor. The operations background in distribution gave him the foundation to move into a successful career selling chemicals and the company’s hazardous waste management program which he received their highest performance award twice. He moved away from industrial sales to more strategic solution based sales when he joined Right Management the largest global career transition company in the world. There he worked with senior managers to design solutions to deliver specific predetermined results. As the Vice President of Strategic Solutions with Dale Carnegie, Bob has worked with companies both large and small to collaborate on professional growth strategies which provide his clients with the tools and resources to achieve their organization goals and objectives. He has been nationally recognized in the top 10% of Dale Carnegie’s consultants for each of the past three years.

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