In my work with corporations, I commonly hear managers say they are stressed because they don’t have enough “self-starters” on their team. But when I analyze their interactions, I find that the same people are often micromanaging their employees by, for example, asking too many questions, checking in too frequently, or giving too much advice. On multiple occasions, I’ve heard managers say to team members: “I want you to take total leadership on this project—just make sure you run everything by me first.” Those messages send conflicting signals and cancel each other out. Confused employees wonder: “Wait, am I supposed to be self-starting or permission seeking?” Leaders are communicating “Start! No, wait—stop! No, start!” and then don’t understand why the work never gains any momentum.
The Anxious Micromanager
Why some leaders become too controlling and how they find the right balance
From the Magazine (September–October 2023)
· Long read
Summary.
The command-and-control management style has been on the decline for decades. Research has shown that companies perform better when leaders empower, encourage, and coach employees instead of delivering orders, micromanaging, and meting out discipline. Nonetheless, that style remains prevalent.
At root, the tendency to micromanage stems from a leader’s own anxiety and lack of confidence. To stop overrelying on a command-and-control style, leaders should look inward to understand what causes it.
This article offers guidance for managers on harnessing their energy to lead in a much more effective and sustainable way.
A version of this article appeared in the September–October 2023 issue of Harvard Business Review.
New!
HBR Learning
Stress Management Course
Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Stress Management. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
How to build resilience at work.