Harvard Business Review. “Stop Being Micromanaged.” Amy Gallo, September 22, 2011.
There are managers who have very high standards who like some degree of control. They pay a great deal of attention to detail and exercise some degree of control, but they don’t stifle those who work for them.
Then there are pathological micromanagers who need to make it clear to themselves and others that they are in charge. These are the bosses that give you little to no autonomy, insist they be involved in every detail of your work, and are more concerned about specifics, such as font size, rather than the big picture.”
It is counterproductive to fight against micromanagement. Gallo suggests: “Make upfront agreements. Talk to your boss before a project starts about how she will be involved. Try to agree on standards and basic approach.
Explain what you think the ideal plan of action is and then ask for her input. Be sure you understand upfront what the guiding principles are for the work, not just the tactical elements. These principles are what you should be discussing with your boss.
The author recommends: “Remind your boss that she is better off not getting involved in the minutiae because her time and effort are more valuable to the big picture. And keep your boss in the loop.”