Inc.com recently ran a story titled “10 Leadership Practices to Stop Today,” by Paul Spiegelman. It’s a great piece, and I agree with all 10 recommendations, especially No. 1: “Out: Micro-management, or the need to control every aspect of your company. In: Empowerment, the ability to give your people some rope–even rope to make mistakes without blame.”

Perhaps it’s because I’m a writer, someone who makes his scratch in the creative arts, but micro-management is the Kryptonite to my creativity and productivity. Whenever I’m being micro-managed, I feel less empowered, less trusted, and more like a slave.

In fact, researchers from Harvard Business School and Rice University did a study last year and found that “workers perform just fine when managers don’t keep close tabs on them, and that workers are more likely to be fearful of experimenting when their managers micromanage; as a result, the employees learn less and performance suffers,” as reported by Kimberly Weisul for CBS News.

The struggle for me is knowing how to handle micro-management. Sure, I play along and let managers know everything I’m doing down to the last detail. But I can only allow myself to do that for so long before I become either depressed or angry. Neither of those are good for my health or career.

What does one do? How have you handled micro-managing in your career? How can a lower-level employee convince leadership that a lack of autonomy is stifling creativity, productivity, and a healthy mental state?

(Image via Flickr: ZaCky / Creative Commons)

Send to Kindle