No one likes a micromanager.
And no one sets out to become one.
Despite our best intentions, micromanagers seem to be everywhere—there's a reason they’re such a common trope in workplace humor.
We all want our teams to succeed, and sometimes that drive leads us to step in more than we should. It starts with offering a bit of help here and there, but before long, it can snowball into over-involvement.
So, how can you avoid crossing that line?
At Worklytics, we’re excited to introduce a new set of metrics designed to help leaders strike the right balance. One key metric we’re focusing on is Manager Co-Attendance, which measures the percentage of meetings where both the manager and their direct report are present.
From employee surveys, we know that individual contributors value support from their managers—but there’s a fine line between support and micromanagement.
A major indicator of micromanagement is excessive co-attendance in meetings. For example, if you’re in Sales, having your manager join a critical procurement call could be incredibly supportive. However, if that same manager joins every routine check-in with a prospect, it might feel like micromanagement.
Our findings show that when Manager Co-Attendance exceeds 30%, it often correlates with negative perceptions of manager support.
With these new metrics, you can gain valuable insights into your leadership style and ensure that your team feels supported—without feeling smothered.
