A micromanager typically focuses on getting constant detailed updates. They emphasize documentation and regularly reporting, creating an unnecessary burden for the teams. Moreover, they are involved in every meeting or discussion. The decision-making power is concentrated in their hands. Their standards for their teams are often unattainable as they are perfectionists.

Micromanagement is toxic because it creates a hostile atmosphere. The team’s productivity can fall due to excessive bureaucratic processes and consequent stress. Further, the employees will not find the environment healthy. It inhibits autonomy and leaves very little space for innovative thinking. It may very well cause employee demotivation, possibly increasing employee turnover, resulting in any learned knowledge getting lost to the competition.

Micromanagement can be the right approach in some situations. It can be a good approach when leading new teams needing excessive support. Micromanagement can also generate high yields in the short term when focusing on rapid efficiency. It can add much-needed clarity and focus to teams.

A manager usually turns into a micromanager when they feel the need to be involved in every task. It might happen due to a lack of trust in team members. A perception of lack of competence in employees can contribute too. Sometimes, the micromanagement may be unintentional. Managers can accidentally adopt micromanaging habits when they try to engage and support their teams.