Working for a Micromanager - Emerging Nurse Leader

By Rose O Sherman, EdD, RN, NEA-BC, FAAN

My new boss is a micromanager and it is awful, a frustrated colleague recently told me. Up until three months ago, she worked with a transformational nurse leader who has now been replaced by a leader with a significantly different style. She was looking for tips to work more successfully with the new leader, and to reduce her own growing stress level. Her situation is challenging but the first place to start is to consider some of the motivations that drive this management style. They include the following:

Perfectionism – leaders with extreme perfectionist tendencies have challenges delegating to their staff without providing close supervision. Perfectionists often can’t see that there is a threshold to adding value to conversations, projects, or written work. Their super exacting standards can make it challenging for all who work with them. They are reluctant to delegate because they worry about outcomes not being perfect. Perfectionism is often deeply rooted in feelings of anxiety and insecurity.
High Control Needs – some leaders micromanage because they are control freaks. Although we know that total control is an illusion, they strive to control people and situations. Even when they are in high levels of leadership, they involve themselves in every level of decision making. They have a high need to always be in the know and don’t appreciate unwelcome surprises when things go wrong.
Anxiety – some leaders are highly anxious and constantly worry about both failure and the opinion of others. This anxiety drives them to micromanage the work of others. They sometimes even manufacture chaos in situations where it does not exist to maintain control.
Distrust – some leaders inherently don’t trust others. They believe they need to be personally involved in every situation to avoid being sabotaged. Earning their trust is challenging but not impossible.

It is challenging but not impossible to work for a micromanager. The following are some proactive steps that you can take:

Avoid behaviors that lead to micromanagement – this includes procrastination and a failure to meet budget and/or deadlines. If you remain on top of your work, you are less likely to be micromanaged.
Be Proactive – once you assess the types of activities and reports that are important to your micromanager boss – be proactive in keeping him or her informed and getting work in before the due date.
Earn Trust – micromanagers often have extreme trust issues so demonstrate behaviors that build trust. Don’t be critical of his/her leadership style when talking with others. Mention that you understand the amount of work that needs to get done and that you’ve wondered if there was anything more you could do to make the process smoother for them. Ask for the opportunity to work on something without close micromanagement as a growth experience.

The most important thing when you’re dealing with a micromanager is not to give up hope. Keep in mind that what you are observing is less about you and more about their own insecurities. Recognition of the problem is the first step to making the situation better. Will this always work – probably not. You may reach a point where you decide that you can’t do your best work under this leader. The right thing to do then is to leave.

Read Rose Sherman’s new book available now – The Nurse Leader Coach: Become the Boss No One Wants to Leave