Micromanaging is a common, but unhealthy management style that is likely to put a damper on creativity and individual growth. Learn how to take the basic concepts for how NOT to micromanage and apply it to a project manager's world. This SlideShare covers: - What exactly is micromanaging? - 4 behaviors of micromanagers - 7 tips to combat micromanaging

1. 7 Ways to Avoid
Being a Project "Micro" Manager

2. 2
SlideShare Objectives:
 Identify at least 4 behaviors that look like micro
managing
 Describe 7 specific tips that a PM can use to reduce the
need for excessive control
 Tips to combat micro management behavior

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Influencing Change Through Projects
“It must be considered that there is nothing
more difficult to carry out nor more doubtful of
success nor more dangerous to handle than to
initiate a new order of things.”
Machiavelli 1446-1507, Italian statesman and philosopher
“Of all the things I've done, the most vital is
coordinating the talents of those who work
for us and pointing them towards a certain
goal.”
Walt Disney

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Fear of Failure

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Fear of Failure
Fear is a powerful motivator. So, what are project managers afraid of? Well, it could be:
– Loss of credibility – maybe someone will think that the PM can’t handle the responsibility
– That people will lack confidence in the PM’s ability to manage others
– That others will fail therefore bringing failure on the entire project
– Public embarrassment – that the PM will be made to look bad
In an attempt to avoid failure - micro managing has its negative effects:
– To the Organization: Failure to correct internal deficiencies
– For the Micromanager: Diminished responsiveness/lower productivity; Lack of support/allies
– For the Micromanagee: Diminished risk taking; Boredom; Decreased commitment; Perceived lack of value
– For the Customer: Diminished service levels

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What is Micromanagement?
Chambers, Harry. My Way or the Highway: The Micromanagement Survival Guide. Publication Date: November 1, 2004.
Micromanagement is all about interference and disruption.
Micromanagement is the perception of inappropriate
interference.
Micromanagement occurs when influence, involvement and
interaction begin to subtract value from people and processes.

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Micro Managing – The Symptoms
Control Factors
 Needing lots of details
 Frequent drive bys
 Excessive tracking
Familiarity Factors
Collaboration/Delegation Factors
 Talking more than
listening
 Offering tried and true
solutions, unsolicited
 Focusing on mistakes or
missteps
 Stepping in to finish work
 Impatient with process
 Overemphasizing urgency
Chambers, Harry. My Way or the Highway: The Micromanagement Survival Guide. Publication Date: November 1, 2004.

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PM-M Behavior 1: Fear of Being Disconnected
What it looks like to the team:
– Demand for tedious, frequent
status reporting
– Email noise
– Meeting overload
– Lack of shared ownership
– Intrusive problem solving

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PM-M Behavior 2: Struggling to be Strategic
What it looks like to the team:
– Unable to let go of familiar
operational tasks
– Wading into details
– Losing sight of the big picture
– Unable to prioritize
– Lacking foresight

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PM-M Behavior 3: Control Freak
What it looks like to the team:
– Inflexible
– Perfectionist
– Takes over meetings
– Center of communications
– Overprotective of relationships

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PM-M Behavior 4: Lack of Trust
What it looks like to the team:
– Criticism
– Insecurity
– Surprises
– No confidence

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7 Tips to Combat Project Micro Managing

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Habit #1: Practice Effective Delegation
 Give a complete task if possible, and be clear about the
reasons (overall purpose of the task)
 Agree on deadlines
 Assess ability and training needs
 Be clear about the outcome (ask questions, provide
feedback)
 Identify when you want progress updates
Levels of Delegation:
1. Follow instructions precisely – little autonomy
2. Some leeway in how, with guidance
3. Complete autonomy for approach and result

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Habit #2: Focus on Removing Barriers
PM Network July 2009
What are your project’s top three problems? If
you can’t identify them within three snaps of your
fingers, then you’re not an effective leader…the
problems in your top-three list should be worked
off within days, not weeks or months
“Three Snaps of the Fingers” PM
Network July 2009
Project Manager Focus:
 Addressing issues — 40-50% of time
 Communications — 30-40% of time
 Project administration — 10-20% of time
 Doing work in the project — 10% of time

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Habit #3: Establish Accountability
then get out of the way!
R –responsible A – accountable C – consulted I – informed
Your ability to influence:
• must lead and have the presence of a
leader
• must have a vision and strategy for the
long term organizational improvement
• must be a relationship builder
• must have the experience and ability to
assess people and situations beyond their
appearances The Handbook of Program Management: How to Facilitate Project Success with Optimal
Program Management by James T. Brown

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Habit #4: Build Coalitions To Support Team
Item Description
Identify enterprise environmental
factors
What are your particular organizational
culture, structure, market conditions,
infrastructure, and political influences?
Create the stakeholder register Who is affected by or could impact the
project? Includes roles and personality types.
Conduct a stakeholder analysis Create the matrices of influence and interest,
agreement and trust, to inform PM focus.
Identify organizational assets Leverage policies, procedures, lessons,
experts and power sources.
Create your approach to handling
stakeholders
Your action plan to include influencing tools.
Creating Your Political Plan, Raymond L. Englund, 2005 PMI Global Congress

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Habit #5: Leverage Supporting Processes
Inception Requirements Design Development Testing Implementation Support
Artifacts Produced
(BRD) Business
Requirements
Document
Release and
Capacity Planning
(SRD)Systems
Requirements Doc
Screen Designs
Test Cases
(TSD) Technical
Systems Design
System Flow and
Models
Application/UI
Code
Systems
Configuration
Database and
Content
Development
JIRA Defects
Triage Lists and
Release Metrics
Release Manifest
Implementation
Plan
Support
Documentation
Training Materials
Support
Processes

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Habit #6: Informed Deadlines
 Be open to estimates
 Keep the project schedule deliverable-based and
trust that work packages are being managed within
by the track leads.
 Manage to milestones
 Utilize check lists
 Understand dependencies
 Focus on the critical path

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Habit #7: Effective Communications
 Establish communication mechanisms
that are consistent, timely and accurate
 Develop a realistic prioritization of
information
 Seek to increase understanding
through communication techniques of
explanation and coaching
 Use project collaboration sites to
centralize important documentation that
is accessible to everyone

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Goal: PM as Facilitator

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How to Combat a Project Micro Manager
 Demonstrate awareness and get out in front of
information (build trust):
– Identify any red flags that could escalate
– Utilize agendas that focus the meeting on priorities
– Utilize email for quick status updates which make your activities
visible
 Help with their stressors
 Subtly reinforce behavior that is supportive
 See yourself clearly – avoid behaviors that make you a
target!

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Rebuilding Relationships
 Build up the bank account of positive recognition
 Set up frameworks and step out of the way
 Let a process play out
 Demonstrate patience
 Ask for input and use it
 Make people accountable but support their mistakes
 Praise openly, manage in private
 Help when asked, but in partnership

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Final Thoughts:
“All of the strategies for avoiding, reducing, or
eliminating micromanagement behaviors contain two
universal components: negotiation and communication.
Both have a common denominator, and that is
LISTENING.”
Challenge your own comfort
Increase clarity, reduce confusion
Be willing to subordinate yourself for the good of the
team
Chambers, Harry. My Way or the Highway: The Micromanagement Survival Guide. Publication Date: November 1, 2004.

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Primary References
 Chambers, Harry. My Way or the Highway: The Micromanagement Survival Guide.
Publication Date: November 1, 2004. ISBN-10: 1576752968.
 Ashkenas, Ron. Why People Micromanage. Harvard Business Review <HBR.org>.
November 15, 2011. http://blogs.hbr.org/ashkenas/2011/11/youre-probably-a-
micromanager.html.
 Ashkenas, Ron. You’re Probably a Micromanager. Harvard Business Review
<HBR.org>. November 29, 2011. http://blogs.hbr.org/ashkenas/2011/11/youre-
probably-a-micromanager.html.
 Gallo, Amy. Stop Being Micromanaged. Harvard Business Review <HBR.org>.
September 22, 2011. http://blogs.hbr.org/hmu/2011/09/stop-being-
micromanaged.html.
 Naslund, Amber. Dealing with Micromanagement. Brass Tack Thinking
<brasstackthinking.com>. http://www.brasstackthinking.com/2010/06/dealing-with-
micromanagement/.