Over-managing

Over-managing refers to the excessive and often counterproductive control exerted by an individual, typically a manager or leader, over a team, project, or process. This behavior is characterized by constant supervision, detailed instructions, and a reluctance to delegate authority or trust subordinates. It stifles creativity, initiative, and ultimately, the autonomy of team members, leading to decreased morale and potentially hindering the overall efficiency and effectiveness of the organization. The core issue is a lack of trust and the assumption that employees cannot function without constant guidance.

Over-managing meaning with examples

• 1. The new project lead was clearly over-managing. They reviewed every email, dictated meeting agendas down to the minute, and micro-managed the tasks of each team member, resulting in high levels of team stress and delays. The team felt demoralized, as their expertise and experience were ignored. Eventually, the project became less and less successful.
• 2. The company's policy on employee tasks resulted in over-managing. Every action required multiple levels of approval and rigid adherence to pre-defined procedures. This system created inefficiencies, slowed down innovation, and prevented employees from taking ownership of their work. Morale plummeted as employees could no longer use their decision-making abilities.
• 3. The coach's strategy of calling every play, instead of allowing the players to make their own choices during the game, exemplified over-managing. This approach took away the athletes’ ability to adapt on the fly and develop critical thinking skills. Consequently, the team was less responsive to real-time game situations and struggled during high-pressure moments.
• 4. The consultant was accused of over-managing, as he insisted on being involved in every small decision, even though the internal team possessed greater contextual knowledge and more specialized expertise. His constant interventions ultimately impeded the team's progress, and decreased employee engagement.
• 5. over-managing often appears in family businesses where founders struggle to relinquish control, often clinging to day-to-day operations long after they've passed on ownership. The lack of trust in the next generation prevents them from developing their own leadership styles and often stalls innovation and growth.
• 6. over-managing during a crisis situation could look like leaders ignoring advice, making swift, top-down decisions with no input from those on the ground, resulting in inefficient strategies with disastrous consequences.
• 7. The company’s recent acquisitions led to widespread over-managing, as the acquiring firm imposed its rigid processes on the acquired business, stifling the entrepreneurial spirit and unique capabilities. This centralized control led to employee departures and a decline in the overall synergy between the teams.