This person will bring your company down faster than any other person you could hire. The micromanager will do everything in his power to cover his tracks, because he’ll want to appear to be the best manager in the company. You may have to do some serious digging to figure this out. Where he’ll slip up, however, is with his people skills.
In my experience, micromanagers are usually introverts managing extroverts. Recent research in two studies shows that they don’t generally rate extroverts well in work performance, especially if they hold a managerial position over said extroverts.
If you’re hearing reports that this person is a micromanager, watch them closely without saying anything. Look to see if reports are going out on time, if people enjoy working under them, and how involved in the work of their subordinates they are.
The next step is to ask the subordinates how they feel about coming to work every day. If you’ve built a good relationship with them and they trust you, it won’t be difficult to solicit and honest response from them. Ask also about how they think the other team members are being treated (this is where you can leverage the power of the extroverts and emotionally intelligent members of the team).
Specifically, ask them how they feel about working under this particular person, what he asks them to do, and if they feel like they can live up to his expectations. Don’t be afraid to dig in deeply on this one. The more open-ended questions you ask, the farther down into the problem you’ll be able to dig. Ask about the results of their work, if they’re happy with those results, and how they feel their manager helps or hinders them.
Then close it off with this question: “Do you feel (person) is a micromanager?” This may take them off guard, but be sure you ask them why or why not so you can use this to your advantage.
Once you have enough data, confront the micromanager and ask him about why things aren't running well in his department. If he’s smart, he may attempt to again cover his tracks. If he does this, press him for details. (As one of close mentors and college professors taught me, micromanagement leads to micro-results. Present these micro-results and see how he defends them.)
This is where it will get interesting. If he is able to give you those details, he may or may not be a micromanager. If the blame for poor results, however, is presented as being his subordinates fault, he is most likely a micromanager. Tell him he is a micromanager, and you may see anger, frustration, and yelling, but you will know that you have made a correct decision.
Again: micromanagement leads to micro-results. The very best thing you can do for you, the health of your business, and the sanity of your team is to fire this person.
In a way to use their own strategy against them, let them know why you’re letting them go in a very detailed report, including the lack of results the team’s interpersonal frustrations with the micromanager. If you do this, you are creating a paper trail and a strong case for the termination of their employment that you can use to justify your decision in any verbal or legal battle that may ensue.
Finally, be smart about it. Many micromanagers are methodical, and may find a way to seek revenge on you and your company. Be ready for any potential PR issues that may arise from this and have your lawyer on speed dial in case a lawsuit is brought against you, your team or your company as whole.
Fire the micromanager. Your employees will be relieved, you will see better results, and your company, as a whole, will likely increase it’s bottom line. Even your customers/clients will begin to notice a difference in the service they receive.
Fire the micromanager. It’s a decision you won’t regret.
