1 00:00:02,289 --> 00:00:05,769 Speaker 1: Hi, we're back. This is our ask me anything segment 2 00:00:05,780 --> 00:00:08,949 Speaker 1: where I give Gerald a work related question and he'll 3 00:00:08,960 --> 00:00:12,750 Speaker 1: help us. So strap in, we're gonna get some good advice, Gerald. 4 00:00:12,760 --> 00:00:14,970 Speaker 1: Have you ever had a micromanaging boss? 5 00:00:16,138 --> 00:00:18,178 Speaker 1: Because what if I have one? How should I deal 6 00:00:18,188 --> 00:00:20,538 Speaker 1: with this person? I want to know. Are there any 7 00:00:20,547 --> 00:00:21,198 Speaker 1: hot tips? 8 00:00:21,207 --> 00:00:24,138 Speaker 2: Wow. I think micromanaging bosses, that is the whole topic 9 00:00:24,149 --> 00:00:27,118 Speaker 2: by itself. I think we all have had such encounters 10 00:00:27,128 --> 00:00:29,638 Speaker 2: before and I think really it's about work styles. 11 00:00:29,649 --> 00:00:30,249 Speaker 1: Why do people 12 00:00:30,259 --> 00:00:31,149 Speaker 1: even micromanage in 13 00:00:31,159 --> 00:00:31,798 Speaker 1: the first place? 14 00:00:31,809 --> 00:00:33,969 Speaker 2: I think it's a matter of control. So micromanaging is 15 00:00:33,979 --> 00:00:36,028 Speaker 2: usually there's a strong need for control 16 00:00:36,389 --> 00:00:39,439 Speaker 2: and it comes out as very excessive attention to detail. Ok. 17 00:00:39,450 --> 00:00:41,599 Speaker 1: Which is good, right? Excessive attention to detail. 18 00:00:41,610 --> 00:00:44,919 Speaker 2: Yeah. But when you're working with someone who maybe needs 19 00:00:44,930 --> 00:00:48,630 Speaker 2: that space of the autonomy or the flexibility to do things, 20 00:00:48,830 --> 00:00:52,000 Speaker 2: then sometimes it crashes the styles. So it could also 21 00:00:52,009 --> 00:00:54,729 Speaker 2: be coming from a place of a need for perfection. 22 00:00:54,959 --> 00:00:57,990 Speaker 2: Very high need for a sense of excellence and this 23 00:00:58,000 --> 00:01:01,630 Speaker 2: maybe irrational fear of failure. Ok. So sometimes it's not 24 00:01:01,639 --> 00:01:03,689 Speaker 2: so healthy, I think we all can say that if 25 00:01:03,700 --> 00:01:06,750 Speaker 2: today micromanaging is there are healthy levels of it and 26 00:01:06,760 --> 00:01:08,860 Speaker 2: sometimes there are maybe not so healthy levels of it. 27 00:01:08,870 --> 00:01:11,139 Speaker 1: Ok. So what is a healthy level of micromanaging? 28 00:01:11,150 --> 00:01:14,500 Speaker 2: So like for example, having standards, communicating standards and then 29 00:01:14,510 --> 00:01:17,029 Speaker 2: building the team up to work towards those standards is great. 30 00:01:17,209 --> 00:01:19,919 Speaker 2: But when it becomes unhealthy, it could look like when 31 00:01:19,930 --> 00:01:22,059 Speaker 2: someone is not performing in a team, you double down 32 00:01:22,069 --> 00:01:23,179 Speaker 2: on the sense of control 33 00:01:23,489 --> 00:01:25,669 Speaker 2: just so that you make sure that the result is 34 00:01:25,680 --> 00:01:29,760 Speaker 2: hopefully positive, it could even spiral down to totally doing 35 00:01:29,769 --> 00:01:33,279 Speaker 2: everything yourself. So that's where it becomes a trust issue, 36 00:01:33,290 --> 00:01:35,940 Speaker 2: control issue because you don't trust your team anymore. You're 37 00:01:35,949 --> 00:01:38,120 Speaker 2: doing all the work yourself, you're pulling all the late 38 00:01:38,129 --> 00:01:42,050 Speaker 2: nighters working over weekends, not being collaborative with your team 39 00:01:42,110 --> 00:01:44,730 Speaker 2: while this is punishing to yourself, your team feels left 40 00:01:44,739 --> 00:01:46,500 Speaker 2: out and then they can't do their job as well, 41 00:01:46,510 --> 00:01:47,470 Speaker 2: so they can't contribute. 42 00:01:47,769 --> 00:01:50,750 Speaker 2: So this is really one of the very dire forms 43 00:01:50,760 --> 00:01:51,709 Speaker 2: of micromanaging. 44 00:01:51,720 --> 00:01:55,870 Speaker 1: Is it possible that micromanagers see it as? I don't 45 00:01:55,879 --> 00:01:58,709 Speaker 1: want my team to work so hard and because I'm 46 00:01:58,720 --> 00:02:01,150 Speaker 1: leading the team, I'm, you know, maybe I'm getting paid 47 00:02:01,160 --> 00:02:04,230 Speaker 1: more than them. I should be doing more work. 48 00:02:04,239 --> 00:02:04,779 Speaker 2: Well, I 49 00:02:04,790 --> 00:02:06,720 Speaker 2: don't know whether there's anybody who really think that way 50 00:02:06,730 --> 00:02:08,258 Speaker 2: that they don't mind to do more work for the 51 00:02:08,270 --> 00:02:10,809 Speaker 2: same pay. But I do feel like a lot of 52 00:02:10,820 --> 00:02:13,600 Speaker 2: times uh for micro managers, they may not know that 53 00:02:13,610 --> 00:02:14,539 Speaker 2: they are micromanaging. 54 00:02:14,809 --> 00:02:18,630 Speaker 2: They may think that their management style is good, is practical. 55 00:02:18,639 --> 00:02:21,869 Speaker 2: It gets the results. Maybe in some companies, they even 56 00:02:21,880 --> 00:02:24,839 Speaker 2: like such management styles. They say that if you micro manage, 57 00:02:24,850 --> 00:02:27,559 Speaker 2: you get the results, right, you are reliable. So maybe 58 00:02:27,570 --> 00:02:29,990 Speaker 2: it's also advocated or rather honored 59 00:02:30,250 --> 00:02:32,000 Speaker 2: some of these works styles. There are companies that are 60 00:02:32,008 --> 00:02:34,250 Speaker 2: like that their cultures are like that. So it can 61 00:02:34,258 --> 00:02:35,630 Speaker 2: be seen as a good thing. But I think in 62 00:02:35,639 --> 00:02:37,330 Speaker 2: the long run, it might not be healthy. 63 00:02:37,710 --> 00:02:38,250 Speaker 1: Yeah, so 64 00:02:38,258 --> 00:02:40,669 Speaker 1: if I have a micro manager, how do I manage them, 65 00:02:40,679 --> 00:02:43,229 Speaker 1: then are there sort of tips or steps you can 66 00:02:43,240 --> 00:02:44,190 Speaker 1: help me with? Yeah, 67 00:02:44,199 --> 00:02:47,538 Speaker 2: if today you have a micromanager, communication is really important. 68 00:02:47,679 --> 00:02:48,339 Speaker 2: You need to 69 00:02:48,494 --> 00:02:51,755 Speaker 2: assure your manager a little bit more about your areas 70 00:02:51,764 --> 00:02:54,475 Speaker 2: of work. You need to reassure your manager that you 71 00:02:54,485 --> 00:02:57,994 Speaker 2: can deliver on time and also maybe communicate that what 72 00:02:58,005 --> 00:03:00,274 Speaker 2: you need to be successful. Instead of saying, you know, 73 00:03:00,285 --> 00:03:02,485 Speaker 2: get off my back, you might want to say like 74 00:03:02,494 --> 00:03:04,934 Speaker 2: I need you to stop. I need more time to 75 00:03:04,945 --> 00:03:06,633 Speaker 2: think through some of the work that's given 76 00:03:06,949 --> 00:03:08,728 Speaker 2: and I will only come to you like maybe a 77 00:03:08,740 --> 00:03:12,750 Speaker 2: week later, I can't give you updates every day. For example, 78 00:03:12,758 --> 00:03:16,229 Speaker 2: if today the micromanaging boss is asking for daily updates, right? 79 00:03:16,240 --> 00:03:18,709 Speaker 2: So I think trying to broker for that space can 80 00:03:18,720 --> 00:03:21,329 Speaker 2: be quite healthy. And then the manager, if they feel like, ok, 81 00:03:21,339 --> 00:03:24,320 Speaker 2: you know, based on our work relationship, I can trust 82 00:03:24,330 --> 00:03:25,479 Speaker 2: you and this is what you 83 00:03:25,535 --> 00:03:27,414 Speaker 2: need to be successful. Let's give it a go I 84 00:03:27,425 --> 00:03:29,994 Speaker 2: think then that's where it can be good. But of course, 85 00:03:30,005 --> 00:03:32,163 Speaker 2: there are times that, you know, it's not possible. The 86 00:03:32,175 --> 00:03:34,074 Speaker 2: medical manager says no, it has to be this way 87 00:03:34,554 --> 00:03:36,645 Speaker 2: because everybody is doing it this way. So you have 88 00:03:36,654 --> 00:03:38,514 Speaker 2: to do it this way. So I think in that case, 89 00:03:38,524 --> 00:03:40,785 Speaker 2: you really might have to say that working for someone 90 00:03:40,794 --> 00:03:43,195 Speaker 2: like that could be really difficult. You might want to 91 00:03:43,205 --> 00:03:43,994 Speaker 2: consider 92 00:03:44,300 --> 00:03:47,929 Speaker 2: maybe other options if today this is affecting you a lot. 93 00:03:47,960 --> 00:03:51,279 Speaker 2: So quit, maybe quit or look for something else, but 94 00:03:51,419 --> 00:03:54,220 Speaker 2: only if this is affecting you a lot, right? Because 95 00:03:54,229 --> 00:03:56,360 Speaker 2: I do believe all of us, we have that buffer 96 00:03:56,369 --> 00:03:59,119 Speaker 2: of flexibility where we can kind of flex ourselves either 97 00:03:59,130 --> 00:04:01,750 Speaker 2: way we can adapt ourselves to a certain extent. So 98 00:04:01,759 --> 00:04:04,559 Speaker 2: you want to see how much of an extent can 99 00:04:04,570 --> 00:04:07,320 Speaker 2: you fit this kind of working styles, right? And maybe 100 00:04:07,330 --> 00:04:09,339 Speaker 2: give the person a chance, maybe it's no for now. 101 00:04:09,350 --> 00:04:11,240 Speaker 2: But slowly as you build a credibility 102 00:04:11,529 --> 00:04:13,630 Speaker 2: and you build a track record, this person will get 103 00:04:13,639 --> 00:04:15,710 Speaker 2: to know, you get to understand you and know that 104 00:04:15,720 --> 00:04:18,118 Speaker 2: you are on their team, you are not outdoors, hard 105 00:04:18,130 --> 00:04:20,510 Speaker 2: them to succeed. Because remember they have this need for 106 00:04:20,519 --> 00:04:23,149 Speaker 2: control and excellence, right. I think if they know that 107 00:04:23,160 --> 00:04:24,779 Speaker 2: you are on the same team as them, that you 108 00:04:24,790 --> 00:04:27,269 Speaker 2: want the same things over time, they might be willing 109 00:04:27,279 --> 00:04:29,399 Speaker 2: to let go of certain parts so that the relationship 110 00:04:29,410 --> 00:04:29,980 Speaker 2: can better. 111 00:04:29,988 --> 00:04:30,539 Speaker 1: Yeah. And 112 00:04:30,549 --> 00:04:33,510 Speaker 1: I also have one hot tip as well over communicate. 113 00:04:33,839 --> 00:04:34,630 Speaker 1: So it's almost like 114 00:04:34,720 --> 00:04:37,058 Speaker 1: before you ask me if the job is done I 115 00:04:37,070 --> 00:04:39,399 Speaker 1: tell you, oh, by the way I did this already. 116 00:04:39,410 --> 00:04:41,618 Speaker 1: So this is done. So it gives them, I feel 117 00:04:41,630 --> 00:04:43,500 Speaker 1: like because you're telling me the sense of control is 118 00:04:43,510 --> 00:04:47,190 Speaker 1: very high for them, allows them to, you know, go OK. 119 00:04:47,299 --> 00:04:50,119 Speaker 1: I know now that this is done and I don't 120 00:04:50,130 --> 00:04:53,329 Speaker 1: have to worry about it. Ok? Cool. And like you say, 121 00:04:53,339 --> 00:04:56,049 Speaker 1: you know, if you can't handle your micromanaging boss and 122 00:04:56,059 --> 00:04:57,820 Speaker 1: it's getting too difficult for you. 123 00:04:58,350 --> 00:05:00,260 Speaker 1: Go out and find another boss. 124 00:05:00,279 --> 00:05:02,820 Speaker 2: Yeah. Yeah. Yeah. I think that's really the last option 125 00:05:02,829 --> 00:05:04,700 Speaker 2: because we don't want people to live like that. But 126 00:05:05,029 --> 00:05:06,950 Speaker 2: sometimes you got to do what you gotta do. 127 00:05:07,500 --> 00:05:10,579 Speaker 1: True. Well, we hope you found this conversation helpful to you. 128 00:05:10,589 --> 00:05:13,109 Speaker 1: Let us know if you have any feedback again. We 129 00:05:13,119 --> 00:05:15,529 Speaker 1: are on our usual CN a social channels or you 130 00:05:15,540 --> 00:05:18,510 Speaker 1: can leave a comment on Spotify. Remember to send us 131 00:05:18,519 --> 00:05:21,469 Speaker 1: your burning question for Gerald and I'll help you ask 132 00:05:21,480 --> 00:05:24,609 Speaker 1: them the team behind the work it podcast is Christina 133 00:05:24,619 --> 00:05:29,690 Speaker 1: Robert Joan Chan, Jaini Johari, Sa Winn and no, Faii Hari. 134 00:05:29,700 --> 00:05:31,040 Speaker 1: This is Tiffany and I'm 135 00:05:31,049 --> 00:05:33,269 Speaker 2: Gerald. Wishing you a good work week ahead.