How to stop micro-managing
Why do we micro-manage (even when we know it is unhelpful) and what can be done about it?
Being micromanaged can cause a great deal of stress. Likewise, those who micromanage often struggle to change that behaviour, even when they realise it is unhelpful. Essentially, they feel ‘unsafe’ with letting go of control. Psychological influences can prevent leaders in law firms from developing new management skills.
Whilst it differs for everyone, and workplace culture (as picked up in the informative LawCare article) can influence this, the drive to micromanage can arise from:
Perfectionism – you may struggle with this in your own work, and this is then applied to others. Particularly if you think you will be held accountable for the quality of the other person’s work. Perfectionism is not a high standard. A high standard allows for flexibility depending on the nature of the task, the importance of the task, and the appropriate time being allocated to refinements. Perfectionism does not have this flexibility. Avoiding criticism is paramount.
Imposter Syndrome – you may struggle to let go because you have formed a (less helpful) belief that others will realise that you are not as good as they think you are, and/or you will be replaced by the person you are supervising.
Protector – trying to protect others from potential bad experiences, and being criticised, may influence your ability to allow others to learn.
Anxiety can also impact on our ability to manage situations effectively, as we are often more hypervigilant and have our eye on ‘what bad thing could happen’.
The strength of the influence will vary from person to person and depend on the situation.
For some, awareness can make a difference from the outset, and changes can be implemented more readily, as it is relearning how they were taught to manage. For others, additional support through coaching (and/or therapy), allows for changes to a range of management skills and can improve personal lives and relationships as well.
If you are struggling to make a change that you know will help your legal career. It can be useful to reflect on what might be getting in the way. You can ask yourself – what are all the reasons I do not want to let go of this [behaviour being complained of – ie copying you in, over-editing work] and notice what comes up.
I will also add, sometimes it is also simply a lack of time and an overload of work, that makes it hard for some managers to talk through learning rather than editing work.
If any of this resonated, what could be the most useful next step to make the change in how you manage your team?
Simona
