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| Micromanaging Bosses |
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| 2/23/2006 |
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ROBIN'S PERSPECTIVE: Bad bosses come in many different forms: the jealous type who hoards the spotlight while leaving hard-working performers in the shadows; the egomaniac who power trips over staff; the "control freak" that won’t let go of the details long enough for his employees to make any impact on a given project. For new college grads and workforce warriors alike, it’s no secret that professional development is often dictated by the spirit and energy of the boss. Managers can either set their staff on a path of inspired professional growth, or create road blocks that hamper success.
For the micromanaged, Robin Bond, Esq., a workplace legal expert has this advice. "You can only be 50% of any relationship; however you need to accept 100% of the responsibility for your 50%. The most important first step is to conduct a thorough self-assessment. Ask for example, ‘Could I be part of the problem? Am I on-target with my goals? Am I focused, proactive, and effectively communicating with my boss?’"
If the answer to these questions is yes, an employee might be suffering at the expense of a controlling supervisor. Bond suggests the following steps towards solving the problem:
1. Change the way you perceive the boss: There’s a thin line between micromanaging and mentoring. The more we like and respect our bosses, the more their involvement in our work will seem more like mentoring than meddling.
2. Give the boss information: Prove that "you’re on it" by making your manager aware of your projects, deliverables, and deadlines! Communication failures are the #1 reason people get into "my boss hates me" situations!
3. Find something about your boss that you can respect: Even if it’s just that you marvel how she can manipulate words, find something that enables you to tell yourself, "I’m going to learn a lot from this experience, and take it on with me to my next opportunity." |
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