It often starts with good intentions. A manager wants things to go smoothly. Deadlines need to be met and quality has to be maintained. So, they check in frequently. They double-check details, make small suggestions. They say they’re just being thorough. But over time, it doesn’t feel like support. In fact, it starts to feel like something else.
Micromanaging.
It’s one of those things that creeps in quietly. A few extra messages, a long thread of comments on a small task, a constant need for updates. Slowly, trust begins to shrink. And confidence starts to crack.
In remote jobs especially, it hits harder as there is no body language, no face-to-face reassurance. Just notifications, corrections and pressure. The screen becomes a space of tension instead of trust. People stop taking the initiative, creativity dries up. Everyone plays it safe because doing more might just mean more edits, more control and more stress.
And that is when things start slipping.
Not because people are not capable but because they don’t feel capable anymore. Every small decision gets second-guessed. Every idea feels like it needs approval. Work still gets done but not with energy. Not with ownership.
Micromanaging doesn’t lead to better work. It leads to quieter meetings, fewer questions. Burnout masked as “just being efficient.” And the worst part? It’s often invisible to the one doing it because from their side, it still looks like “being involved” or “being helpful.”
But here’s the thing: real help comes from trust. From stepping back and letting people step up. From creating a space where mistakes are okay and new ideas are welcome.
Because when people feel trusted, they grow.
And when they grow, so does the work.
So maybe it’s time to pause and ask: Is this guiding, or is this hovering?
The answer might change more than just one task. It might change the whole culture.
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