My team and I were invited to a strategic business partner’s corporate headquarters to think about what’s possible and innovate. I viewed the trip as an excellent opportunity to retreat, bond as a team and shape our future.
I approached my manager, Kevin, about the opportunity. He hesitated and then said, “Most trips like these end up being boondoggles. Do you think you’re going to accomplish anything?”
“Yes, I do. I’m confident that we’ll come back with fresh ideas and take our business to the next level”, I replied.
Kevin said, “I have my doubts. I tell you what, put together an agenda with specific objectives and I’ll take a look. If I agree with your proposal, I’ll okay the trip.”
“Great and thanks. I’ll come back to you shortly”, I said.
Over the next few days, I collaborated with my team and our business partner to develop a very specific agenda and desired outcome. Then, I shared it with Kevin. A chronic micromanager, he asked us to make multiple changes to the plan. Once the topics were aligned with Kevin’s feedback, he begrudgingly agreed to let us go.
My team jumped into action and made the necessary coverage arrangements to ensure we could break away with limited distractions. We activated our email out of office messages notifying internal customers that we were out for a short time and provided backup contact information.
The next day, we loaded the van and headed to our destination. My team was beaming with excitement and anticipation. They’d been on trips like this before and understood the potential our retreat held. As we drove, we connected on both personal and professional levels. We talked optimistically about how we could advance our vision of being industry leaders and indispensable partners.
When we arrived, we were escorted into our business partner’s innovation lab where all of the futuristic designs inspired us. Next, we moved into a creative thinking lab to begin formulating ideas and developing plans.
Then, the first email hit… And another… And another. A series of 10 or more emails from Kevin appeared on our iPhones within 30 minutes. He was following up on projects, providing feedback and checking in… Just to let us know he was there.
His last email’s subject line read, TURN OFF YOUR OUT OF OFFICE MESSAGE.
In the body of the email, Kevin wrote that having our out of office message turned on sent the wrong message to leadership and internal customers. It was our job to be accessible at all times regardless of what we were doing or who was covering for us.
I thought to myself, “Ugh. Really? If that isn’t micromanagement, I don’t know what is.”
I looked around the room and saw discouragement, frustration, and anger on my team’s faces. Some became distracted and anxious. Everyone began to disengage from the creative thinking discussion mentally.
At a break, I gathered my team to ask their thoughts about the emails. They shared with me that they went to great lengths to ensure our time away would be productive and distraction free. They wondered if it was a mistake to take the trip. Kevin’s micromanagement tendencies surfaced, and the team felt disenfranchised.
I understood their concerns. I asked the team to return to the meeting and told them that I’d gently respond to Kevin’s emails. I asked them to not make a mountain out of a molehill and turn off the out of office messages. Lastly, I asked them to stay focused on the purpose of our meeting and ignore distractions.
The good news is that the team returned to the meeting and developed a visionary plan. Also, I ran interference by answering Kevin’s emails and asking the team to turn off the out of office messages. By engaging Kevin on behalf of the team, I was able to assuage his need to feel in control. We didn’t hear from him again during our trip.
Micromanagers can be burdensome. I know from personal experience. Here’s what I learned:
In spite of desperate circumstances, I grew leaps and bounds during the three years I worked with Kevin. I learned to cope with his management style in the short term. Eventually, I realized that Kevin’s style and mine weren’t compatible, the intense micromanagement I experienced wasn’t sustainable, and I decided to move into another role.
I challenge you to apply the above principles, and if you do, you’ll manage through a micromanager.
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