In the past, I worked for a man who was incredibly intelligent, had an insatiable appetite for complex tasks, and an unshakable set of values. The only problem was that he loved the details too much.
He often asked me questions that I could not answer, not because I was not good at my job, but because they concerned details that only people two or three levels below me in the hierarchy were aware of.
One day, after asking me a question that was about an extremely minor detail about an important project, I turned to him and asked, “Doug, why do you want to know that?” We looked at each other for a few seconds, which seemed like an eternity before he smiled, got up from his chair, and left my office, shaking his head. I never asked him that question again.
In most cases, micromanagers are not bad people. They don’t interfere in your work because they don’t trust you or because you can’t handle it. They do it because they can’t get rid of the need to keep things under control and because they don’t realize the consequences of what they do. And let’s not be fooled, the consequences can be very serious. People need freedom of action in order to be able to constantly push their skills to the edge and to develop and grow professionally. Micromanagement deprives them of this autonomy, which leads to demotivation and impaired productivity.
The effect on the micromanager
As unpleasant as it may be for people who have to work in a strict control environment, the effect of micromanagement is even more destructive for the boss who practices it. The work of a person holding a managerial position is complex enough in itself, without it being combined with the performance of other people’s tasks. However, many managers feel more comfortable when they do some work at a lower level than when they make an effort to improve the performance of their subordinate.
Micro-managers often suffer from a subconscious desire to always be busy, which leaves them no time to actually perform their leadership duties. In the long run, this leads to a company culture characterized by mediocrity and poor results. Letting go of the reins can sound scary for a dedicated leader, so it’s a good idea to show more empathy and understanding for people who inadvertently burden you with extra supervision and reluctance to interfere.
The project manager needs to build trust
The days in the office of people who work as a micro-manager leave a feeling of special duration and low performance. However, one cannot counteract one’s boss’s desire to keep everything under control unless one succeeds in gaining his trust. What is the fastest way to achieve this goal? By constantly showing good results. Only then will you have the opportunity to lay the groundwork for mutual understanding of where your work ends and where your boss’s begins.
If your leader is confident that he will do his job, he will be more inclined to step back when you hint to him that you need more freedom. Make your boss feel well-informed and address risks and problems before they turn into crises.
How to resist without sounding disrespectful
There are a few phrases you can use to repel a boss who insists on constantly sticking his nose in your work.
Start with non-conflicting statements such as: “I’m keeping things under control and I’m sure I’ll be able to handle it within the time limit. I will let you know if there are any changes in the situation. ” Such a statement will provide your boss with a level of calm and confidence that things are going well. Phrases such as “I need you to trust me”, “I understand the results I am expected to achieve and I am confident that I will succeed” and “The project is going according to plan, you do not need to worry about anything” have a similar effect. The basic idea is that you have to resist.
When the micromanager does not understand the soft
If these phrases do not work, you will need to have a more serious and in-depth conversation. To do this, you can ask questions such as, “What would give you the confidence you need to handle this task?” And “Is there anything you want me to do differently?”
These questions are just a way to get the boss to share feedback. There is a possibility that you will get an answer that you will not like, but at least you will have a better idea of your boss’s wishes. Unfortunately, my experience shows that the most common answer is “Oh, you’re doing great, I’m just checking on the progress.”
As a last resort for project managers
Given all that has been said so far, the change in the behavior of the micro-manager can hardly come through the actions of people who are subordinate to him. If you try to push him away from your work and fail, then you need to realize that you will carry an extra burden. This burden, complicating your work, is your boss. In such an extreme case, you must answer the question: Can you live with this burden or not?
If the answer is yes, then do your best and hope that one day the boss will appreciate your abilities and decide to give you more freedom of action. If the answer is no, then you should leave this job and look for another one where your abilities will be properly assessed.
Jess Steward has headed Bayer’s manager since early July, 2021. She will combine the new position with her current position of Human Resources Manager, the company said. At the same time, Jorge Levinson is taking over the position of Commercial Director of Pharmaceutical Products for Bulgaria, which he will combine with his current position of Commercial Director of Pharmaceutical Products.
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The new Sales Manager and Managing Director Laurence Jules
Former Bayer Sales Director and Managing Director Laurence Jules continues his professional development at Bayer Pharmaceuticals as Business Operations and Innovation Manager for the Eastern Europe, Middle East and Africa region, based in Basel, Switzerland.
“This role is a great honor and opportunity, but also a great responsibility. I will focus on maintaining the image of Bayer as a socially responsible organization, business partner and employer, realizing the vision of the company “Health for all, hunger for no one”. She joined Bayer in 2015 as Head of Human Resources for the group of countries Romania, Bulgaria and Moldova. Prior to that, she held senior positions in the field of human resources at Alfa Finance Holding and Eurobank EFG Bulgaria. Lyuba holds a Master’s degree in Strategic Management from Sofia University and is a member of the Chartered Institute of Personnel and Development (CIPD).
“We at Bayer are committed to providing innovative therapies to patients and are working to provide added value to our clients and partners to continually improve patients’ access to medicines. I am honored to contribute personally to this mission in Bulgaria,” he said. Jorge Levinson commented. He began his career in the pharmaceutical industry in 2005 in Bayer Spain. During his 16 years at the company, he held senior positions in various countries, including Ukraine, Morocco, Iran and Germany. Jorge holds a degree in Business Administration and Computer Systems and a Master’s degree in Supply Chain Management.