Is the Boss a Control Freak?
Q. My employee and I are having problems, but it’s probably not all his fault. I know I can be overbearing and some say I am too controlling, but I am the boss and I need to make sure that employees are productive. How can I tell if I’ve crossed the line?
A. Because organizational success is profoundly impacted by the work of its employees, it’s easy to understand why getting the job done, and done right, is important to you - when you’re the boss, the buck stops with you. But there’s definitely a difference between good management techniques and an overbearing, controlling dictator. To determine whether or not you’re crossing the line, look for these clues.
Feedback – When people tell you that you’re too controlling, pay attention. Ask inquiring questions without getting defensive - what specific behaviors of yours are a problem for them and why? Because employees may be reluctant to say much out of fear that it could negatively impact their employment, be clear about why you’re asking the question, how you will use the feedback, and what the potential consequences could be. Talk in private and don't intimidate. Most importantly, before you ask the questions be sure you are willing to “hear” the answers whether you like them or not.
Micromanaging – Do you need to control every little detail of your employees' work? Do you hesitate to delegate? Micromanaging gives employees some pretty negative messages - that you lack confidence in their abilities; you don’t trust them; you think they’re stupid; you don’t have enough work of your own. And even if any of these are accurate, micromanaging is only a band aid for the problem and won’t fix it. Get to the root of the problem so you can fix it.
Too many questions – If you’re spending too much time answering questions, especially if they’re often the same questions, you’ve created a vicious circle: your employees doubt their ability to satisfy you and ask questions to assure they’re doing things “right”; you see their question-asking as an indication that they need more of your input; they get the message that your way is the only way to do the job and ask more questions. Around and around it goes and where it stops nobody knows – until you express confidence in their abilities and step back.
Empower your employees and they’ll take personal responsibility for doing a good job requiring a lot less supervision from you.
