Why do NCOs micromanage their NCOs?

SFC Private RallyPoint Member — Tue, 14 Feb 2017 08:52:02 -0500

Response by MAJ Private RallyPoint Member made Feb 14 at 2017 9:15 AM

MAJ Private RallyPoint Member — Tue, 14 Feb 2017 09:15:20 -0500

Micromanagement is a common problem, not just in the military but also the civilian sector. There is not a single reason for it rather it depends on the situation and the people involved. Some leaders do not have 100% confidence in their subordinates and their abilities to accomplish actions. Some have never learned how to lead without micromanagement. Their examples as the matured were all micromanagement types. Others will micromanage because that is what they need to be successful and they project themselves on their subordinates.

Response by SGM Erik Marquez made Feb 14 at 2017 9:15 AM

SGM Erik Marquez — Tue, 14 Feb 2017 09:15:32 -0500

The good ones don't, unless that subordinate needs it.

SGT, the task is, needs to be done by, you have X, Y and Z to get it done, let me know when its finished or what and why you cant. QUESTIONS? , Good, ....why are you still standing here??????????

Response by MSG Private RallyPoint Member made Feb 14 at 2017 9:33 AM

MSG Private RallyPoint Member — Tue, 14 Feb 2017 09:33:46 -0500

As SGM Erik Marquez once said in a different thread.....and what other Senior NCOs have also said........trust but verify. If you have trust in your NCOs, give them the mission and let them loose. Sure, follow up to see that it was done to the Commanders intent, but trust they get it done. If you have to micromanage your NCOs, then either you or they...or both....shouldn't be an NCO.

Response by TSgt Bruce Davis made Feb 14 at 2017 9:35 AM

TSgt Bruce Davis — Tue, 14 Feb 2017 09:35:15 -0500

just my two cents...it's mostly the inexperienced NCO's that micromanage their troops. I know for a fact they are taught NOT to do this (but maybe not taught "how not to do this") in whichever branch of NCO leadership training they go through. lack of confidence in their troops and lack of self confidence leads to micromanagement. I've had many supervisors that I've called out and "counseled" on this topic. some took it to heart and bettered themselves...others not so much. but being prior service, I was able to pull the trump card. if you are having a problem with a micromanaging NCO, and you have a tactful one-on-one with them, I can ALMOST guarantee things will turn out better for everybody in the end.

Response by MSgt Ben Heath made Feb 14 at 2017 10:37 AM

MSgt Ben Heath — Tue, 14 Feb 2017 10:37:15 -0500

It depends who they are and what kind of NCO's they have under their charge. In my experience you don't have to time to micro mange all of them, it tends to make more work than you really want. You really only do it to the ones that need to be saddled up and road around. Some NCOs believe or not aren't worth a fuck and they need to be micromanaged to motivate them to meet the minimum standards.
However this does not excuse the SNCO that does it to the NCOs that don't need to be. They need to chill and let the truly productive ones be productive.

Response by SGM Erik Marquez made Feb 14 at 2017 11:59 AM

SGM Erik Marquez — Tue, 14 Feb 2017 11:59:25 -0500

Something else that came to mind....

When I have been asked "SGM, why are you micromanaging us????"
The response is always the same....Do you see me doing that to everyone?
"Well No..but your always doing it to us"
Thats right I don't, why do you think that is?????

Response by MSG Brad Sand made Feb 14 at 2017 12:05 PM

MSG Brad Sand — Tue, 14 Feb 2017 12:05:19 -0500

Because they were micromanaged by their Senior NCOs. Not saying it is right, but we normally teach how we were trained. One of the hardest things for most leaders to learn is how to let others lead on their own. We learn more from our mistakes than we do from our accomplishments...in most cases, or if the person is honest with themselves. To me, the difference between leading and bossing.

Response by SFC Bill Snyder made Feb 14 at 2017 12:39 PM

SFC Bill Snyder — Tue, 14 Feb 2017 12:39:37 -0500

Why don't E-8s and 9s treat E-7s with equal respect. After all, Top Three. When I was in, E-7s were treated like senior E-6s.

Response by Cpl Justin Goolsby made Feb 14 at 2017 12:51 PM

Cpl Justin Goolsby — Tue, 14 Feb 2017 12:51:17 -0500

Personally, I've never seen NCOs micromanage other NCOs unless they are dealing with a particular problem child. Most NCOs are good. But I have seen the rare few who think because they are an NCO that gives them the authority to do whatever they want. Consistently show up late for work... who cares, I'm an NCO. Skip out on cleaning the barracks or work areas... I'm an NCO. Take extra long chow breaks... NCO power!!!

Like I said, most NCOs are pretty locked on and act like mature professionals. The only ones I've ever seen micromanaged are the ones who lacked the maturity to act responsibly on their own.

Response by CAPT Kevin B. made Feb 14 at 2017 1:15 PM

CAPT Kevin B. — Tue, 14 Feb 2017 13:15:17 -0500

Micromanagement is not restricted to NCOs. You have it at all supervisory/leadership relations anywhere, MIL, commercial, Boy Scouts, Church. Anytime you have someone in charge of something, you can get this. So what causes it? Although everyone has their own observation, a few common threads emerge. For the most part, people are not taught to manage well. They learn by observing and then repeat the behavior, good or bad. Then there is the person who thinks they're superior to everyone else and ensures people do things exactly as they'd do it. Then there are the insecure, self doubting, fearful types who meddle in everything because they're scared. Then there are those who've suffered shock treatment and become micros with a vengeance. I knew an LT who was a trusting macro. Good guy. Then he had some tours elsewhere and then came back as a flaming micro Alpha Hotel. He obviously had a load of bricks dropped on him, so his reaction was to go full micro as a defensive mechanism. His career ended shortly thereafter but unfortunately wound up as a senior civil servant who got to share his paranoia with a new crowd.

The bigger question is how do you tamp down on a micro culture. It's the Nike motto: Just do it. Good leadership knows that micro overall is bad and overly macro is bad also. So as Skipper I set the tone and expected my CoC to exhibit/push good leadership skills. Act how you want your subordinates to act. My SELs had a large role in getting the NCO community on the right sheet of paper. You then reward those who get it and ensure those who don't have risen to their level of incompetence. That's why I always had my "Rule of Thirds". Those you push to guaranteed promotion. Those you don't harm. Those you do. The evaluation system, for all it's PC garbage speak words, really means you have to think in those terms. Make sure the micros are in the bottom third.

Response by SSG Lucas Solie made Feb 14 at 2017 1:33 PM

SSG Lucas Solie — Tue, 14 Feb 2017 13:33:31 -0500

The best part about the Army is they make Leaders. The Army teaches us and gives us all the tools to be Leaders. Like SGM Erik Marquez said "The Good ones don't". The ones that do micro manage I feel they are in fear of their NCO's out ranking them. So they fail to teach the subordinate NCO everything the Superior NCO knows. I seen this very often in the support side of the house after I left the Infantry. Often times doing nothing to help young NCO's and their professional development. I had a great Senior NCO while I was in. CSM Dana Mason was a mentor to me. After I left the Honor Gaurd he still called me to make sure everything was going okay and to check up on me. He once told me that all he wanted to do in his career was effect the life of just one Soldier. I know I'm not the only Soldier he effected. I believe we all take little pieces of our Leadership. In doing so that helps create the Leadership style you'll have as a NCO. If you're taught bad habits then you'll pass those things on. However we all have a choice as to what kind of Leadership Style we will Lead with.

Response by MAJ Private RallyPoint Member made Feb 14 at 2017 1:36 PM

MAJ Private RallyPoint Member — Tue, 14 Feb 2017 13:36:23 -0500

There are many ways to address this question. The November 2011 HBR (Harvard Business Review) article "Why People Micromanage" by Ron Ashkenas mentions managers (NCOs) might "stay in familiar operations territory" or "worry about being disconnected". I would also add lack of trust in direct reports, inability to accept change, and lack of experience with tasking/dissemination of duties. The HBR article is listed below.

https://hbr.org/2011/11/why-people-micromanage

Why People Micromanage

Over the past few decades I’ve worked with hundreds of managers, and many complain that they work for micromanagers. But strangely I don’t recall anyone who ever admitted to being one. I was thinking about this incongruity while working with a group of senior managers from a manufacturing division who were trying to streamline their […]

Response by SGT Linda Burgess made Feb 14 at 2017 1:50 PM

SGT Linda Burgess — Tue, 14 Feb 2017 13:50:29 -0500

Insecure people micromanage. A real leader has no need to micromanage

Response by SFC Jim Ruether made Feb 14 at 2017 2:09 PM

SFC Jim Ruether — Tue, 14 Feb 2017 14:09:40 -0500

Because after giving the order or task out it is basically your reputation at stake if they decide to forget about the task or not complete it properly. Follow up and follow through with the order. Make sure they know you will be checking on them from time to time. Once that trust is established you may not need to check on them as you know the NCO you placed in charge will get it done.

Response by 1SG Private RallyPoint Member made Feb 14 at 2017 5:18 PM

1SG Private RallyPoint Member — Tue, 14 Feb 2017 17:18:50 -0500

There really isn't a great deal you can do about micromanagers. It's part of their nature that a subordinate can't really have much of an impact on. What you CAN do is use the attention to display your own excellence. Doing the job is great, going the extra mile is better. Make their Micromanagement easy, develop and provide check lists of things you accomplished, and how they were accomplished. (soldiers assigned, work schedule...ect) You can't count on them to suddenly think you're great and stop, but other senior NCO's will see it, and it will help with your own career development, and make it less painful for you to undergo their scrutiny.

Response by MAJ Norm Michaels made Feb 14 at 2017 5:29 PM

MAJ Norm Michaels — Tue, 14 Feb 2017 17:29:58 -0500

Micro-managers are more concerned about their own evaluation than training their subordinates to succeed.

Response by SSG Mark Franzen made Feb 14 at 2017 6:28 PM

SSG Mark Franzen — Tue, 14 Feb 2017 18:28:14 -0500

The answer is you want them to get the job done and then have report to you once the job is complete but be sure to give them a time Frame in which it has to be done By.
SSG MARK FRANZEN
USA VET

Response by GySgt Melissa Gravila made Feb 14 at 2017 10:30 PM

GySgt Melissa Gravila — Tue, 14 Feb 2017 22:30:44 -0500

Micromanagement=insecurity IMO. If I have trained my people, and I've done my job correctly, there's no need for Micromanagement. As a leader, I have to be willing to let my subordinates have the room to think for themselves, and make their own mistakes, that's how we learn, how we grow. Like people hire like people, I hire very strong, independent people. I don't hire "yes men/women" I want someone to take my place one day. I give them the parameters, then turn them loose.
Semper Fi

Response by SSG Fernando Caballero made Feb 14 at 2017 11:36 PM

SSG Fernando Caballero — Tue, 14 Feb 2017 23:36:15 -0500

I'll give you the straight to the point answer

NCOs micromanage their NCOs because they have failed on more than one occasion. Some don't see it as micromanaging, they think they are mentoring.

Response by CPL(P) Private RallyPoint Member made Feb 15 at 2017 7:04 AM

CPL(P) Private RallyPoint Member — Wed, 15 Feb 2017 07:04:00 -0500

Because many of the NCOs are promoted too fast for their maturity or too far for their capability. To not assemble a team or delegate properly is mismanagement and jacks up the "officers will have maximum time to accomplish their tasks, they will not have to accomplish mine." In my not so humble opinion, the last 10 years or more has promoted 50% of those that should never have set foot in front of a platoon with stripes, or at least rockers. Just because someone made a good E5 doesn't mean they're ready for 6, 7, and 8. There is a sacred honor and art to leadership. The leader that wields only the might of their rank is wrong, and those that do not realize their position is no longer about their-selves are also wrong.

Response by LTC Private RallyPoint Member made Feb 15 at 2017 2:24 PM

LTC Private RallyPoint Member — Wed, 15 Feb 2017 14:24:13 -0500

They might want to be promoted. They might think micromanaging is direct leadership. A micromanager will eventually get overwhelmed and, either learn how to delegate or, get removed from their leadership position.

Response by CSM Private RallyPoint Member made Feb 15 at 2017 3:36 PM

CSM Private RallyPoint Member — Wed, 15 Feb 2017 15:36:48 -0500

This one is easy. Lack of trust. That is not to say the junior NCO does not deserve it. The senior leader has not learned how to trust yet. To go a step further, allowing junior NCO's to make mistakes or even fail without loosing the trust of the SL is critical to development. I find that most people that can't trust others do not trust themselves.

Response by SGT Jerrold Pesz made Feb 15 at 2017 4:15 PM

SGT Jerrold Pesz — Wed, 15 Feb 2017 16:15:45 -0500

I guess that I was fortunate but I never served under anyone who tried to micromanage me and I tried not to do that to people under me unless it was absolutely necessary.

Response by 1SG Tommy McGee made Apr 6 at 2020 9:28 PM

1SG Tommy McGee — Mon, 06 Apr 2020 21:28:54 -0400

Micromanagement, for the most part, is a sign of poor leadership skills. A true leader will train their subordinates to lead and help them through the rough spots. They will mentor and help the junior service member develop their own style of leadership.

Response by SSG George Holtje made Apr 7 at 2020 3:40 PM

SSG George Holtje — Tue, 07 Apr 2020 15:40:36 -0400

I can only speak for the Infantry. TLs need to micromanage especially for new PVTs. SLs need to give up some control to the more experienced Team Leaders but development requires hands on and foot in management.
The real issue is when PSGs are not letting the leaders lead. It’s gotten to the point where I or another Squad Leader asked “Can I do my job please?”

Response by SFC Kenneth Hunnell made Apr 8 at 2020 5:36 AM

SFC Kenneth Hunnell — Wed, 08 Apr 2020 05:36:30 -0400

That's too easy, lack of trust!

Response by SGT Dan Theman made Sep 22 at 2021 7:10 PM

SGT Dan Theman — Wed, 22 Sep 2021 19:10:02 -0400

Generally speaking I’ve found most people who micro manage both in military and civilian counterparts are ineffective communicators and are in question of their own ability to preform the said tasks. There is really no way you can stop a micromanager as that their nature now. You can slow down their mm process very simply. Once they’ve given you the task reaper back to them everything they said the exact same way adding nothing to it or taking nothing away end it with “did Tou want to add anything before we start ” (use your vocabulary) additionally as soon as tiu see them returning let them know where you are in their process and how your proceeding with their plan. If something changes, it’s a simple as “now problem, I’m on it”
Soon enough they grow confident in you because you’re communicating their needs and want to them. Makes them at ease..!
Hope that helps