“I just do it myself, because nobody does it the way I want it done!” Sound familiar? Perhaps you have been the recipient of these points or perhaps you are the instigator of these statements.

Most salon/spa owners come to open a business because they have a vision, but often that vision is hindered by the need to oversee every aspect of their creation developed in THEIR way. We absolutely believe in having systems in place and expectations that our systems be followed however there is a fine line between realistic expectations and needing to control every aspect of our business. Micromanagers have a deep-seated need to control.

Often micromanagers feel out of control themselves.

So in turn try and control everyone and everything around them. MMers are usually irritated when subordinates act independently. They will delegate tasks that won’t live up to their expectations and therefore place the accountability for failure on the other person, but NOT the authority to take alternative action!

The MMer pays excessive attention to minor details, and frequently requests unnecessary reports. An MMer tends to require constant and detailed performance feedback and focuses excessive attention on procedural trivia. Sometimes it even appears that it is more important than overall performance. MMing actually holds up progress. Decisions get delayed because only one person is making them, overall goals and objectives become cloudy, and the flow of information between employees is restricted. MMers are afraid that someone else may get credit for a job well done!

How does it feel to be micromanaged?

AWFUL!! You are left with the feeling of incompetence, your confidence is shaken, and you become afraid to take risks or volunteer to take on other tasks. The bad news is that fighting back won’t work!

An astonishing 70% of employees feel micromanaged! Owners who delegate responsibility without authority stifle innovation and foster mediocrity. You won’t be able to change the way your boss leads, but you can change the way you follow. Some consultants suggest that you should build trust, anticipate the leader’s needs, and be pro-active. However, the only REAL and effective way to get an MMer to change their behaviour is through dialogue! Yes! You have to say something to initiate change.

Opening that conversation can feel nerve wracking, but it’s a great starting point.

Many communications expert advise to start these conversation with “when you do ________, I feel ________,” then allow the MMer to explain their behaviour. It opens the door to conversation. For example, “When you oversee every color formulation I make, I feel insecure about the decision I am making. I have been making formulas and applying color for the last ten years and believe that I am a very competent colorist.” The results you expect probably won’t change overnight, but if you regularly open up the conversation, the message finally sinks in. When the environment doesn’t change, the saddest part about being micromanaged is that it often forces employees to look for another place to work.

And what if YOU are the micromanager?

Don’t worry, help is on the way! We do know that the most successful leaders are the greatest delegators and allow their people and their team to grow through their mistakes. How do you get off the MM wheel? Here are a few pointers for you:

  • Become the leader of the team rather than the star performer.
  • Recognize that MMing causes resentment; why should they work when you will do it all for them.
  • Find the individual strengths of your team members and what motivates them.
  • TRUST that they are capable of success and allow them the room to grow and develop.
  • Create an environment that encourages the creative process.
  • Remember that MMing doesn’t motivate anyone!

Finally, never be afraid to have a team of people who are smarter or who can outperform you! When the team shines, the leader shines!