Your work might be micromanaged if your manager follows up frequently, tells you how he/she would do the work, or steps in to make decisions or change direction.
If these apply, I am sorry, it is difficult to be micromanaged. My first advice is to assume positive intent. Your manager doesn’t intend to micromanage your work; he/she is trying to give you the support you need to be successful. Assuming positive intent takes a bit of the sting out of the situation.
Second, when your manager is delegating work, ask him/her questions to identify what is important about the delegated work. For example, “What is the most important aspect of this work?” or “What about this work are you most concerned about?” This information provides insight as to what to focus on during work completion.
Third, try to stay one step ahead of your manager and ask for his/her follow-up needs: how often and what information. Send a progress update by email each week or at appropriate intervals. Make the update a bulleted list so it is easy to read.
Last, take a look at your work history. Identify if you have an opportunity to build trust with your manager and a reputation for being dependable.
If you would like to know more about how to build your reputation as someone who is dependable and promotable, stay tuned for the announcement of an app-based book, Delegation: Giving and Receiving Work.
