The Why and How: A guide to make everyone’s life a little better.
By Julie Adamen

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Micromanagement: To direct or control in adetailed, often meddlesome manner.”(1)

My working definition is: The over involvement of a Board or Board members in the day to day business of running a community association.

I’ve written many articles over the years on many subjects but the one that keeps coming back like the proverbial bad penny to haunt us all is the topic of Micromanagement – and once I got going I found the subject so voluminous, that it will take two articles to cover!! Talk about obsessive compulsive! Somebody stop me!

Kidding aside, here’s what you are in for this month:

• What is micromanagement?
• How do micromanagers micromanage?
• Why Boards micromanage
• How Management and Boards can help alleviate micromanagement

Next month we will give managers some tools to aid in the management of micromanagement, as well as explore the macro of micromanagement: What it costs, how it affects staff and Boards, and how Boards can lead themselves to a more effective relationship with their staff members and a more productive administration of their community. For now, let’s dive right in to the subject:

We don’t need to belabor the point, but mostly, micromanagement is time-consuming, energy draining, ever maddening, and demoralizing busy-work that accomplishes little. Micromanagers call, email, hover and then they call some more. They want to know what’s going on. They hold meetings. They hold more meetings. They keep you on the phone. They call back. They re-write your correspondence. They want the financials done differently. They find the 10-cent error on page 24. They find the one typo on a 30-page board pack and call you on it. They re-invent the wheel.  They give constant and detailed feedback focusing on minutiae. They have your cell number (and use it without end). The word “delegate” is not in the micromanager’s vocabulary. They suck up your time and drain your energy. They suck up their own time and energy as well, though few seem to recognize it. In short, micromanagement in our industry by a Board or Board member translates as the over-the-top involvement in the day-to-day business affairs of the community.

Micromanagement is the number one reason all managers find their job frustrating. It’s the number one reason cited by on site managers when they want to leave their current position.  Micromanagement may very well be one of our industry’s largest challenges.  We all know about it, but like the weather, what are we going to do about it?  Seemingly, not a lot; however, if we can understand why it occurs, then perhaps we can also use some simple as well as more advanced techniques – as managers, management firms and Boards - to better deal with micromanagement to make our lives and our communities more efficient, effective, and far less maddening.

Why Boards or Board members micromanage

1. The micromanagers have no idea of their true role.
I am convinced that a lot of a Board’s or Board member’s micromanaging ways are due to the fact that they have no idea what is expected of them, or of what their duties are, thus they jump in with all four feet in an attempt to manage it all. Having sat on a brand new Board, I observed in amazement their continual micromanagement of day to day activities, sending vast amounts of email expecting feedback from every member, holding meetings twice or thrice a week to make simple decisions only to have those meetings last 4 hours while individuals argued over minutiae.  Clearly, they were unclear on their role as Board members: They thought they should be functionaries instead of policymakers and leaders.

Most of us are functionaries: We perform specific tasks then receive a paycheck for our efforts. Seldom are we in charge of setting policies, or taking on a leadership role, for our companies – we are the ones who carry out those policies under our leaders per our job descriptions on a daily basis.  The same is the true of Board members. In their “real” lives, they have had to perform various functions and tasks for which they receive remuneration.  Many have never had a leadership role. Thus, it’s their comfort zone to do, rather than direct. Result: Micromanagement.

Management: We could alleviate a lot of our problems, and those of the communities we manage if after every annual meeting or upon formation of a brand new homeowner-controlled Board, they be given education and direction in the form of Board orientation. This time spent on the front end of a new Board term every year can very likely save your manager and your firm a lot of headaches. It’s also a fantastic way to provide your client with a value-added service by providing the Board with real-life, hands on help.  It demonstrates the company’s (and senior staff’s) understanding of the real problems a Board faces and gives the client a view of the executive and senior staff in your firm.  Orientation is great for the Board and a great marketing tool for the management firm as well.  

Boards: When looking for guidance on your role as trustees, as well as how to truly lead your organization, an excellent point of reference is www.carvergovernance.com.  “The Carver Governance model enables the board to focus on the larger issues, to delegate with clarity, to control management's job without meddling, to rigorously evaluate the accomplishment of the organization; to truly lead its organization.” Yes, Boards, there IS a way – already thought out and in use around the world - to structure yourselves as policymakers and leaders. No need to reinvent the wheel.

2. The micromanager is asked to be on the Board because of his/her profession and thus acts as an unpaid staff member.  It’s not unusual for a homeowner to be asked to be on the Board because of his/her profession. “We need a lawyer on this Board, ask so-and-so to volunteer.” “We need someone with an accounting background, get that guy who was a CPA.” Because the Board member was called to service for this specific reason, that member ends up reviewing those items specific to his/her profession. Unfortunately, that Board member, being unclear on their true role, doesn’t just interpret the facets of their specialty for the Board; he/she often ends up over-scrutinizing each task or performing that task him/herself. In this very common scenario, that Board member has been set up to micromanage: The professional has unwittingly been asked to be a staff member without pay by performing tasks which belong to the paid staff. This form of micromanagement was not exactly the intention of the Board or the volunteer, but it is the end result.

Management: This issue should be covered at every Board orientation you hold as the scenario is so common. Each Board should be encouraged to adopt polices regarding the involvement of Board members, and specifically to those who have been recruited for a special purpose, stressing the “review and recommend” aspect of the overseen discipline and staying away from minutiae.

Boards: Despite a Board member’s specific expertise, it is almost never a Board member’s job to perform administrative tasks that are the realm of staff. The Board member may and should be asked, however, to interpret those tasks for the Board, review the end work-product and make recommendation (to the Board).

 3. Micromanagers may be fearful.   Many micromanaging Boards or Board members have a sense of fear: Fear of making a wrong decision and then answering to the membership who were last seen carrying torches and pitchforks. Of course, the Board could make the all right decisions and still face the wrath of unhinged homeowners.  Not a great position in which to be, and one which we need to understand from our side of the table. Everyone wants to be liked; unfortunately sitting on a Board of Directors isn’t always conducive to that need.

Management: Encourage your Board members to network with other Board members from other communities and participate in educational seminars provided by your firm and/or CAI. Nothing makes Board members feel better than sharing horror stories, solutions and just plain information with other Board members and knowing they are not alone. This networking opportunity will provide Boards the crucial knowledge that, usually, there is a solution to every problem, and that every last homeowner may not completely approve of the Board’s decisions. That’s to be expected, and it’s ok. 

Boards: When fear takes hold, micromanagement becomes the defense tool of choice, yet, it does not work: It requires the micromanager(s) to attempt the nearly impossible: Know everything all the time and control all aspects of administration, information and decision-making. This impossible and exhausting assignment will go nowhere. In the long run, fear-based micromanagement is ineffective, time consuming and will discourage volunteerism in the community.   Let go of the details of day-to-day management do your best to focus on policy and the big picture, learn from mistakes and let the end result be the end result.

4. Sometimes, micromanagers are just plain bored. For those of us who have managed retirement communities, we know boredom plays a major role in micromanagement. Many folks may have retired too early thinking golf and poker would take up the slack, yet come to find out they just don’t have enough activities to fill up the time on their hands. Thus, the community association and/or its manager become the hobby of the eternally bored (this is especially problematic for site managers). From my own experience while on site:  I would drive in to the property in the morning, and every single day my bored micromanager’s golf cart was parked in front of the office, where he was drinking coffee and waiting for me.  After several months, I dreaded going to work to a job I used to love, and it became a major reason in my decision to look for alternative opportunities. 

Management: The good news is that this form of micromanagement – born of boredom more than ignorance or ego, can often be channeled into productivity- after all, this person needs something to do.  Carefully thought out projects or assignments that are well monitored may make this micromanager a valuable asset to the manager and the community.

Boards: Be aware that even though the “bored micromanager” is usually less destructive to morale than other micromanagers, that person is still taking up valuable time for which the community is paying. Be aware of the eternally bored and assist staff is channeling that energy needing an outlet.

5. People micromanage because they have been burned.  Many of us have taken over a community where the previous manager and/or management firm was less than competent. If a Board or Board members have been through this scenario once, twice, or more (not all that unusual) – it can lead to a serious distrust of all management on the part of the Board (and the community). The result is the Board, or a member thereof, will micromanage the staff until they feel comfortable with that staff’s capabilities.

Management: Unfortunately, this is just something with which we have to deal if we want the account. How to combat: Do your best, do what you say you are going to do, be consistent and professional. Eventually, you will gain their trust. Or not.  For a portfolio account, if there is no winning the Board over, it should be closely reviewed by the executive team and if necessary cut loose from contract as likely they are consuming too much of the manager’s time.

Boards: The sins of past management cannot be the precursor to how you judge your current management. If you don’t or can’t trust your current staff and/or company, find staff or a company that you can. If your association has a long history of distrust of management, bad management or some other problems with administration – maybe the problem isn’t with everyone else, maybe the problem is within. Have the courage to look inward, and fix what can be fixed.

6. Many micromanagers are unable to subordinate the self (they have big egos). (2) Again, hard as it is to believe, many people derive an ego-feed from serving on a Board of Directors. Some of the more extreme cases micromanage because, after all, they are so smart, the association manager (and the rest of the Board for that matter) couldn’t possibly do as good a job as s/he could, thus s/he is indispensable to the community.
Thinking you’re indispensable = a puffed up view of the self.

Management: The ego-driven individual is often the most laughable character with whom you will deal; but make no mistake but they can also be the most dangerous.  Any affront to that ego, which is the size of Montana, can lead to much misery on your part and/or potentially your demise as manager. Caution and neutrality is the order of the day when dealing with these folks. Never deny nor endorse their agenda of self-promotion. The manager should remain professional and detached.

Boards: Unfortunately, asking these ego-driven individuals to chair a project or committee in an attempt to divert their energy is seldom helpful because they are not the ones who came up with the project or task. In addition, they are in it for the “show” of importance than the reality of results. 

Boards, you are the only ones who have a chance to deal effectively with the ego-driven micromanager. As ego usually trumps intellect, know that socially normal methods of persuasion usually will not work with this individual – after all, the ego-driven think they are much smarter than you!  Gentle nudging will likely get you nowhere. The only way to deal with these people is head on, and preferably as a group. Polite confrontation in an executive session, about their micromanaging ways can be an effective method of operation. Micromanaging, not that big ego, is the topic to be addressed.

7. Micromanagers believe they care about the community more than the manager because they own the asset. In the eyes of many micromanagers, their actions are justified in that they have a vested (real estate) or political (neighbors to deal with) interest in the community, where staff does not.  The fundamental premise is flawed in that perceiving the role of the manager as one that should be as financially or politically connected as a Board member is just plain wrong. These ties would not be in the best interest of the Board or the community. The manager is and should always be impartial to the various agendas of individuals created by both real or perceived problems and issues within that community. This impartial position is only available to one who has no special political connection to anyone or anything in that community. It’s a good thing for the community as well as for the professional longevity and mental health of the manager.

Boards: You want your paid professional staff be impartial administrators of your community: Free to give advice and opinion and to carry out the policies set forth by the Board. You do not want someone hampered by internal community politics and agendas (This is one of the greatest downfalls when a Board hires a homeowner to be the manager). You already have a Board full of those folks with political ties!

Mostly, micromanagers think they are doing the right thing. Despite the annoying ways of micromanagers, my experience with most micromanagers is that they actually think they are doing the right thing by being overly-involved. Again, this comes back to the Board or Board member not understanding their role as policymaker v. (unpaid) staff member.

The solutions for micromanagement control are usually not simple and take time and patience from the Board and the management team. Managers themselves should look to developing and improving their professional detachment and impartiality skills. These skills will go a long in assisting the manager to cope with certain forms of micromanagement, and will develop confidence and professional ease. All management companies should dedicate resources to help managers deal with micromanagement; this is an inescapable aspect of our profession.

The bottom line: We all will have to deal with micromanagement at some point in our careers. Sometimes it’s manageable, and sometimes the educational process works. Other times, less than desirable methods must be used. Nonetheless, we need to deal with micromanagement head on so it doesn’t drain the association volunteers’, the Board’s, or management’s time and energy or indeed the management company’s reason for existence: profit.

Next month, we’ll talk what micromanagement costs all of us: Managers, management companies and associations and we’ll also discuss ways for individual managers to manage their micromanagers.