Confession: There was a time when I fit the textbook definition of a micromanager, and, to be candid, traces of that behavior might still linger within me. Yet, I am now on a journey to recovery, continuously refining my approach to avoid any unnecessary frustration among those I lead. But life threw another curveball at me. I worked under an extreme micromanager, a leader whose profound distrust shaped their managerial style. Navigating through my own inclinations was a challenge, but figuring out how to deal with a boss deeply rooted in their micromanagement added an extra layer of complexity. So, if you find yourself under the scrutiny of a micromanager, pay close attention. The insights I'm about to share could be game-changers for you. Let's uncover the root of micromanagement: fear. The fear of disappointment and the dread of being accountable for failure. It's not that micromanagers believe they could do your job better—it's the terror of appearing incompetent if a project doesn't meet expectations. It's not about you; it's about their fear of failure. By understanding these fears, you can navigate your relationship with your micromanager more effectively, creating space for your productivity and growth. If you're trapped in the whirlwind of micromanagement, here are some proven strategies: Engage your micromanaging boss in a conversation about what reports they need for them to feel good about your work. Ask them the format and frequency of reports they need to feel reassured about your performance. Commit to the reporting schedule they suggest: a weekly meeting, a daily spreadsheet update, or biweekly calls. Stick to this plan meticulously! After a few weeks of diligent adherence to this schedule, show your boss that you're fully in control of your tasks and there's no reason for them not to trust you. Once you've established a sense of reliability, propose a change. Suggest less frequent meetings, creating longer gaps between these touchpoints. Delivering on your commitments is crucial, even as you renegotiate the meeting schedule. After sticking to this revised plan for several weeks, it's time to take the next step. With a newfound pattern of trust, proposing monthly or quarterly meetings might be feasible, granting you more time to focus on your work rather than on reporting. The objective here is to incrementally cultivate trust and confidence, thereby mitigating your boss's fears that underperformance on your part could reflect negatively on them. Remember, the more fearful your micromanaging boss is, the longer this trust-building process may take. However, with patience and determination, you can achieve significant progress. The benefits? More trust, more independence, and more job satisfaction.