No One Thinks They’re a Micromanager

But it still happens.

It’s rare someone says, “Hi, I’m a micromanager.”
Most of us genuinely believe we’re empowering, trusting, and giving people space to grow.

And yet -
The quiet frustration when things aren’t done quite right.
The urge to check in (just to be sure).
The sense that no decision is ever really final until you’ve had a look.

Micromanagement often doesn’t look like control - it looks like care.
Wanting to help. Wanting to get things right.
Wanting to make sure nothing goes wrong.

I’ve seen it (and done it!) in moments of pressure, uncertainty, or when the stakes feel high. It’s rarely about ego - it’s about fear.
Fear of mistakes. Of being let down. Of being the one who drops the ball.

So we hover.
We tweak.
We re-do the work, just slightly.

Not because we don’t trust the people around us - but because we’re not entirely sure we will be okay if something goes wrong.

And the impact?
People pull back. They stop taking initiative. They wait to be told.
And the cycle continues.

If you’re wondering whether it’s happening in your team - or in yourself - try asking:

• When am I stepping in because I care, and when am I stepping in because I’m scared?

• Have I asked what ‘support’ looks like for this person?

• Could I try, just once this week, saying: “I trust you. Let me know how it goes.”

You don’t have to go hands-off.
You just have to be honest about what’s driving your instinct to jump in.

Most micromanagement isn’t intentional.
But it still gets felt.