Actions That Show That You’re a Micromanager, Not a Leader
Sep 8
3 min read
7
32
0
Table of contents
Actions That Show That You’re a Micromanager, Not a Leader
No leader would openly admit that their actions are, in reality, signs of micromanagement. But why does micromanagement even exist when there are capable professionals in the workplace? To answer this, we need to look at the distinctive signs of a micromanager. That’s what we’ll explore in this article.
The key difference between leadership and micromanagement is simple:
A leader empowers their team to be productive and take ownership.
A micromanager believes they are doing the same, but in practice, they exercise compulsive control over every detail of the team’s work.
Leaders inspire confidence and teamwork, while micromanagers create stress and tension.
Micromanagement vs. Leadership: The Key Difference
Leadership builds trust, encourages independence and focuses on outcomes. Micromanagement, on the other hand, erodes trust, creates dependency, and fixates on details that don’t always matter.
However, some actions of leaders can still be considered as micromanagement so there should be some techniques applied so the team feels more trusted with their work by the manager.
Spot Actions That Scream Micromanagement
Micromanagement isn’t just about excessive control or “weird behavior.” It shows up in specific, repeated actions. If you’ve ever wondered which action by a leader is an example of micromanagement, here are some of the clearest signs:
When Control Replaces Leadership
Constantly double-checking every small step the team takes.
Correcting work prescriptively instead of guiding improvement.
(Example: rewriting a team member’s email word-for-word instead of explaining how to improve tone or clarity.)
When Details Overshadow Outcomes
Asking for endless progress updates instead of trusting the team to deliver.
Measuring hours worked instead of focusing on results achieved.
Nitpicking details that don’t affect the bigger picture.
(Example: debating font sizes in a presentation instead of refining the actual content.)
When Trust Is Missing
Refusing to let people try, fail and learn on their own.
Interfering in areas where they lack expertise.
Insisting that their way is always the only right way.
Creating approval chains that slow down every decision.
You’re a Micromanager – What’s Next?
If you recognized yourself in the examples above, it’s time to decide:
Do you want to maintain a micromanagement style?
Or are you ready to upgrade to true leadership?
If you choose the upgrade, here’s where to start:
Develop a feedback culture. Agree on clear rules for feedback and revisit them whenever the organization changes.
Model the behavior. Start with yourself by offering constructive feedback instead of criticism.
Clarify expectations. Define desired outcomes but allow flexibility in how to achieve them.
Give ownership. Let team members take responsibility and celebrate progress openly.
Guide, don’t command. Ask questions instead of giving step-by-step instructions.
Remove blockers. Focus on enabling progress, not creating bottlenecks with approvals.
Trust your team. Step in only when it’s truly necessary.
Encourage experimentation. Build a safe space for trial, mistakes, lessons and growth.
Key Takeaways
Leaders build trust, micromanagers drain it.
Micromanagement shows up in small, repeated actions – like overcorrecting, nitpicking or demanding endless updates.
Shifting from micromanaging to leading requires clarity, trust, feedback and giving ownership.
Team culture flows from style. The choice between leadership and micromanagement defines the environment your team works in.
Final Thoughts
Sometimes micromanagement is necessary – like short-term interventions to resolve a critical issue. But when it becomes a long-term habit, it drains trust. Leaders, on the other hand, build confidence and collaboration.
The choice is yours: will your management style lean toward micromanaging or leading?
Just remember that the culture in your team will depend on the path you take.
