Stop enabling micromanagers: They’re stifling your work, not leading
Micromanagers are a fixture in many industries, but their presence in IT is uniquely detrimental. This sector thrives on autonomy, creativity, and problem-solving — traits stifled by overbearing oversight. While empathy is often viewed as a virtue in the workplace, extending it to micromanagers might do more harm than good, both for individuals and organizations. Here’s why IT workers shouldn’t feel obligated to empathize with micromanagers.
1. Micromanagement undermines innovation
IT is an inherently innovative field, requiring engineers, developers, and analysts to solve complex problems and explore new ideas. Micromanagers, by definition, focus on controlling every detail, leaving little room for experimentation or creative solutions. For example, a micromanager might insist on rigidly defining every step of a software development process, leaving no room for developers to explore alternative coding methods or tools. This not only stifles creativity but also discourages team members from sharing innovative ideas, as they feel constrained by the manager’s need for control. This behavior often stems from their own insecurities or need for control, making micromanagement more about the manager’s issues than the project or team. Empathizing with such behavior risks enabling a culture that stifles innovation, hindering the very progress IT workers are hired to deliver.
2. Trust is a two-way street
IT professionals often work on high-stakes projects that demand a level of trust and competence. Micromanagement signals a lack of trust in employees’ expertise and judgment. It reflects the manager’s inability to relinquish control rather than any real need for closer supervision. Offering empathy to someone who consistently second-guesses your work only reinforces their mistrustful behavior. IT teams thrive when managers foster trust and autonomy, not constant oversight.
3. Micromanagement harms productivity
Countless studies show that micromanagement reduces productivity by creating bottlenecks and slowing decision-making. For example, in IT teams, micromanagers might demand unnecessary approvals for every minor decision, delaying project timelines and frustrating team members who are ready to move forward. In IT, where agile methodologies and rapid iterations are the norm, delays caused by overbearing managers can derail timelines and diminish team morale. Empathizing with a micromanager might validate their harmful practices instead of encouraging the behavior changes needed to boost productivity.
4. Burnout is a real risk
The IT industry is already notorious for high rates of burnout, with workers often juggling tight deadlines, on-call responsibilities, and the pressures of rapidly changing technologies. Micromanagement exacerbates stress by adding unnecessary scrutiny and a lack of control over one’s work, often because the manager prioritizes their own comfort over the team’s well-being or project success. For instance, during sprints, micromanagers might demand constant updates and excessive documentation, disrupting the team’s focus and flow. Similarly, in debugging sessions, their intrusive oversight can slow progress by pressuring team members to explain each step rather than letting them resolve the issue efficiently. By empathizing with micromanagers, employees risk perpetuating a toxic cycle that prioritizes control over mental health.
5. It’s not your responsibility to fix them
Micromanagers often behave as they do because of their own insecurities or a lack of proper leadership training. While it’s tempting to empathize with their struggles, IT workers must recognize that it’s not their job to fix a manager’s shortcomings. Instead, organizations need to address these issues through training, coaching, and accountability structures.
6. Empathy can be misplaced
Empathy should be reserved for fostering collaboration and understanding among peers and leaders who create supportive environments. Extending it to micromanagers risks misplacing that emotional energy on individuals whose actions actively harm team dynamics. Instead, channel empathy toward colleagues who endure the same struggles, fostering solidarity and mutual support.
7. The opportunity cost of empathy
In IT, workers often operate under significant time constraints. Investing emotional energy in empathizing with a micromanager diverts resources that could be better spent on solving problems, mentoring colleagues, or simply taking a well-deserved break.
The path forward
Empathizing with micromanagers often reinforces their counterproductive behaviors, as it validates their insecurities and need for control. Rather than empathizing with micromanagers, IT professionals should focus on advocating for systemic change. This might include:
- Encouraging leadership training: Push organizations to invest in training that helps managers balance oversight with trust.
- Setting boundaries: Clearly communicate what level of oversight is productive and what crosses the line into micromanagement.
- Seeking feedback mechanisms: Advocate for regular feedback loops where employees can share their experiences without fear of retaliation.
- Knowing when to escalate or exit: If micromanagement becomes unbearable and no changes occur, escalate concerns to higher leadership or consider moving to an organization that values autonomy.
Empathy is a valuable trait, but it must be wielded wisely. In the IT world, where collaboration and innovation are paramount, there is little room to coddle behaviors that detract from team success. Instead, let’s channel our efforts into building a workplace culture where trust, autonomy, and respect reign supreme.
Will Kelly is a writer, marketer, and keen observer of the IT industry. Medium is home to his personal writing. He’s written for CIO, TechTarget, InfoWorld, and others. His career includes stints in technical writing, training, and marketing. Follow him on X: @willkelly.
