I swear I've had multiple managers micromanage just for one reason: They didn't know what else they were supposed to be doing. Thinking strategically, figuring out our long term goals, focusing on the big projects, and all that super important stuff was perhaps too overwhelming to them (or they didn't know how to approach it?) so instead, micromanaging became their default. Ugh.
I agree. There has been so much written about why people micromanage, but it all really boils down to: they have never been shown a better way. It's the inevitable byproduct of the Peter Principle. It's unfortunate because there are few greater joys than watching people excel under your supervision.
Both Patrick and Dan pinpointed what the core issue is: managing people requires skills that most managers have never learned/developed. People get promoted but typically have no real training or mentoring. And their direct reports suffer.
I swear I've had multiple managers micromanage just for one reason: They didn't know what else they were supposed to be doing. Thinking strategically, figuring out our long term goals, focusing on the big projects, and all that super important stuff was perhaps too overwhelming to them (or they didn't know how to approach it?) so instead, micromanaging became their default. Ugh.
I agree. There has been so much written about why people micromanage, but it all really boils down to: they have never been shown a better way. It's the inevitable byproduct of the Peter Principle. It's unfortunate because there are few greater joys than watching people excel under your supervision.
Both Patrick and Dan pinpointed what the core issue is: managing people requires skills that most managers have never learned/developed. People get promoted but typically have no real training or mentoring. And their direct reports suffer.