Type II Micromanagement –  Breaking the Cycle

As discussed in my previous article on micromanagement, traditionally defined micromanagement (type I) is fairly common and easy to spot. Type II micromanagement, by contrast, is a variation that can have even broader ad longer-lasting negative effects on an organization’s performance.

What is a type II micromanager?

Type II micromanagers are typically the visionary or top technical resource in an organization. They review decisions, actions, and work produced by staff on a regular basis, as part of their job responsibilities. Type II micromanagement sets in when that process turns from constructive review to actual hands-on rework, setting off an inefficient and detrimental cycle.

When workers are inexperienced or new to the organization, more involved reviews can be justified. But in Type II micromanagement, these more in-depth reviews step beyond mere monitoring, as the manager changes the work to be in his or her personal style rather than the style of the worker, often making the work different but not necessarily better.

Control of others’ work is the foundation of both Type I and Type II micromanagement. But in Type II, because management is actually redoing their work, workers learn to provide lower quality and be less creative. “If they’re going to rework and second guess everything I do, then why should I do my best?”

Now the cycle has begun. Workers don’t present their best work; managers feel more in need of reviewing and modifying the work. Frustrated workers back off from using their experience and intellect; managers become frustrated that workers are not adequately contributing. Predictably, workers feel their contributions are not being valued and their creativity is being squashed. Soon, a damaging co-dependent relationship develops.

What managers can do to break the cycle

The first management skill that will help to break the cycle of Type II is to hire well. Hiring people who are under-qualified will lead a manager right into this cycle. This is a common trap for small growing businesses that are trying to economize on salary.

The second skill is letting go – allowing workers to do what they are capable of doing. Few workers who are hired by a visionary business entrepreneur, technical guru, or marketing wizard will do their job as well as that manager. So managers need to focus their review on the most important areas only and on passing along their problem-solving skills. It is essential to accept that workers will make mistakes, and to practice managerial restraint. Some things may not be done as well as the manager could have done, but the payoff is worth the patience – more output from workers, and less time spent by managers. 

If you are a worker in a type II micromanaged environment

When workers encounter micromanagement, there are a few useful things to try. First, if the superior is not a hardcore micromanager who knows no other way of operating, it can be fruitful to discuss the situation frankly. Often, a worker can negotiate an agreement for what work is independent and what is reviewed. Second, workers need to look inward. If they are under-skilled or undertrained for the job, then they should take appropriate steps in improving their knowledge base. Another way some workers avoid micromanagement is to leave the manager out of decisions knowing that gaining forgiveness is easier than asking permission.

Lastly, know when to give up. If a worker continually suggests constructive ways around micromanagement and the same cycle continues, the organization may firmly be in the grips of Type II micromanagement. It may be time to look for a place where abilities are valued and independent thinking nurtured. 

What is to gain from breaking the cycle

When the cycle of micromanagement is broken, managers gain more time for leadership and for thinking about the future of their department and organization. Workers are more valued and therefore happier and more committed, and a pipeline of future managers is created. I encourage all managers to evaluate their work processes honestly, to see if they’ve fallen into this ineffective cycle. Eliminating Type II micromanagement is one of the most important and valuable changes a growing business can make.

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