Micromanagement is just the word itself triggers strong reactions. We’ve all heard how bad it is, how it kills creativity, discourages autonomy, and drains motivation. But is all micromanagement bad? Or is there a thin line between controlling too much and caring just enough?
This question stuck with me after listening to a podcast where Simon Sinek spoke with Airbnb CEO Brian Chesky. Chesky shared his perspective on leadership and how, in certain moments, paying extreme attention to detail and that even in areas where a CEO typically wouldn', can sometimes be necessary. It made me reflect on the nuance of micromanagement.
The truth is, not all micromanagement is destructive. There’s a difference between obsessing over the wrong details and ensuring that the details reflect the bigger vision. Great leaders don’t just delegate and disappear; they stay involved where it matters. They step in when something is critical to the identity of the company, the culture, or the experience they want to create.
But where does the line blur?
When does involvement become suffocating?
When does attention to detail become a lack of trust?
When does leadership turn into control?
The key, I believe, is intention. If a leader micromanages out of insecurity, fear, or a lack of trust in their team, it can quickly turn toxic. But when done with purpos and when it’s about setting a high standard, reinforcing values, or ensuring something truly essential is executed well, this can be a tool for excellence.
So maybe the real question isn’t whether micromanagement is good or bad, but rather: Are we micromanaging the right things, for the right reasons?
Because when leaders know where to step in and where to step back, that’s when teams, and businesses truly thrive.
