No one likes them, yet they’re always there – persistent, intrusive. I’m not talking about mosquitoes. At least they give you a break in winter.
Over the past three years, I’ve trained more than 800 leaders from 26 countries across three continents. And in all that time, one particular observation kept catching my attention.
One recurring theme was how to navigate different communication styles. After a brief yet remarkably accurate self-assessment, participants grouped themselves according to type. Their task? To create a simple “user manual” on how to work best with their style. Sounds complicated? It’s not – as long as you ask the right questions. One of those questions was about demotivation – in other words, what really gets on your nerves.
Unsurprisingly, the answers were wide-ranging. What stresses one person can actually energise another. But on one point, there was complete agreement – across all groups, regardless of nationality, hierarchy, or personality:
Micromanagement. Or, as I like to call it: Management by Mosquito. A single mosquito can drive you mad. You often don’t even see it – but its relentless, high-pitched buzzing finds its way into every ear and keeps you constantly on edge. Micromanagement is rarely helpful. Yet it’s always present.
So, if this kind of leadership demotivates just about everyone, why is it still so widespread? Logically, it makes no sense. So I put that exact question to the participants.
Most began by mentioning the need for control – or the fear of being blamed when things go wrong. A lack of trust came up frequently too, followed by comments about company culture or the dynamics within a team. And quite often, with a dose of self-awareness, people pointed to their own perfectionism – high standards that can easily tip into over-control.
One thing is clear to me: Micromanagement is not a leadership style. It’s a symptom. And treating symptoms without understanding their root cause is, at best, cosmetic.
Warm regards,
Ralph Hubacher
