You're dealing with a micromanaging C-suite executive. How can you gain more autonomy in your work?

Building trust is critical. Doing so in the middle of the project is difficult. Rather than wait to find out what type of manager you are dealing with, I’ve found it best to start every job or project with an expectations session. What are their expectations of you in communication, reporting, milestones, outcome, etc. once you have their list—share your list with them.

Get some initial traction and momentum on the project. Reach out and share with the leader the pieces assembled, how they are lining up, and the potential end game, and ask for help to fully monetize/leverage the opportunity. By generating my own performance and tapping into the leader as a resource I free them up to manage something else.

I am 100% guilty. My expectation is insight first. Do we all understand the objective, target deadline. For everyone to remain confident we are on track - communication, information, is critical. Its Not sure i agree with Autonomy as an expectation. The greatest challenges are met as a collective. It might mean more compassion, recognition for rockstar contributions. Absolutely!! Autonomy feels a bit emotional, outcome is measurable. Yes EQ will absolutely always play a big part. But the emphasis must always be communicate more, support the team more.

Visionen können nicht im Mikromanagement entstehen. Oft haben Führungskräfte Angst wichtige Entscheidungen zu treffen und verlieren sich im „klein,klein“. Es ist daher wichtig Vertrauen in der Firma zu schaffen, dass Fehler grundsätzlich nicht schlimm sind.

Proactively setting up regular one on one check-in sessions with the C-Suite executive - preferably weekly - Share your main areas of focus for the week - Discuss what the objective is behind the areas of focus - Share the sub-tasks you have planned in order to deliver and ask for input from the executive - Ensure that you deliver within the set timelines or proactively communicate hindrances, if any that might cause missed deadlines and ask for an extension if possible. - In cases where extensions cannot be granted due to urgency, putting in extra time might be the only option. - Over time, this yields more fulfilling work relationships, giving the executive assurance that you are dependable and gradually builds trust

Trust is fundamental to convincing a leader that you are capable of delivering without needing constant oversight. Here’s how I build trust: 2 ways 1. Transparency in communication, begining with assertive listening to really understand the challenge and opportunity. Proactive communication. "Bad news early are good news, as it gives us time to react and implement plan B". Also deliver solutions, no problems, this demonstrates you have thought it through. 2. Predictability: consistent delivery, with a clear roadmap and checkpoints to deliver information on progress, build a track record of success, and be consistent on your behaviours.

1. Demonstrate Competence: Consistently deliver high-quality work and proactively communicate your progress to build trust and show that you can manage responsibilities independently. 2. Set Clear Boundaries: Politely but firmly establish expectations by discussing your work style and how less frequent check-ins can lead to greater efficiency and better results. 3. Request Feedback and Collaboration: Engage the executive in strategic discussions, seeking their input on high-level goals rather than day-to-day tasks, to shift their focus from micromanagement to broader objectives.

Something I find very useful to protect productivity at the exec level is to "Push Back When Necessary": Sometimes, it’s important to assertively but diplomatically push back when boundaries are being crossed. If the executive begins to involve themselves too deeply in day-to-day tasks, I make sure to highlight the impact this has on productivity and the ability to execute efficiently. I would refocus the conversation towards larger strategic goals, emphasizing that their input is most valuable at that level, while the details are best managed independently by me and my team. It’s about gently redirecting attention to where it is most impactful.

I agree with this as framing the conversation in terms of company goals makes the case stronger. In addition more concrete examples can be added so that decisive outcomes can be reached. Clear milestones are vital for gaining the confidence and managing all concerns.

Definir y comunicar límites claros ayuda a establecer un entorno de trabajo saludable donde puedas actuar con mayor autonomía. Explica de manera profesional hasta dónde necesitas supervisión y en qué áreas puedes operar de manera independiente. Estos límites permiten que ambos, tú y el ejecutivo, alineen expectativas, evitando el desgaste que genera la microgestión. Al establecer este marco de trabajo, no solo te proteges de una supervisión excesiva, sino que también creas un espacio para demostrar tu capacidad.

Yes regular check-ins are good but be clear what they look like, how they are delivered, what the key milestones are that need to be achieved at each check in etc. If you get more specific and detailed then they don't have to

Em situações de microgerenciamento, estabelecer limites claros foi uma estratégia que funcionou bem para mim. Fui respeitoso ao explicar minha necessidade de espaço para operar de maneira eficaz, sugerindo check-ins regulares em vez de supervisão constante. Isso criou um equilíbrio, onde o executivo ainda se sentia envolvido sem impactar minha autonomia. Também fui transparente sobre como o microgerenciamento afetava minha produtividade e moral, mas sempre propondo soluções que beneficiassem tanto a empresa quanto o relacionamento. Essa abordagem respeitosa e focada nos resultados ajudou a criar uma relação de trabalho mais equilibrada e produtiva.

Clarify Expectations 📋: Set up a meeting to discuss and document your specific responsibilities and deliverables, ensuring you and the executive have a mutual understanding of role. Establish Communication 📞: Agree on preferred communication channels and frequency, and suggest using status reports or brief updates to keep them informed without constant interruptions. Demonstrate Competence: Show that you can handle tasks effectively by delivering high-quality work consistently, which can build trust. Negotiate Autonomy 🗣️: Propose a trial period where you take on more autonomy, with regular check-ins to review progress and address any concerns, gradually increasing your independence as trust builds.

When dealing with a micromanaging executive, it's crucial to set clear boundaries. Respectfully assert your need for space to operate effectively and propose regular check-ins instead of constant supervision. Communicate how micromanagement affects your productivity and morale, and suggest solutions that align with the company's goals. By approaching the situation with respect, you can foster a more empowered working relationship. Tip: Open and honest communication about your needs can help create a healthier dynamic with a micromanaging executive.

2. Clarify Expectations: Initiate a conversation about long-term goals rather than daily tasks. Ask your executive what success looks like for your role and for the projects you’re handling. This shifts the conversation from micromanagement of tasks to focus on outcomes, which can open up space for you to make decisions independently.

This is vital. However, if the supervisory layer and the operational layer underneath have underlying trust and belief, there will be no need for setting boundaries. If you hire capable people, you should trust them to deliver, with minor guidance, interventions and controls. Boundary setting will come naturally and often not even needed if trust is in place.

Meet or exceed expectations over and over. Just deliver well. The micromanaging should recede. If it continues, start to think about finding another place or another boss. Life is too short.

Para reducir la microgestión, es fundamental que el ejecutivo reconozca tu experiencia. Esto implica no solo tener un buen rendimiento, sino también demostrar de manera proactiva tu conocimiento y habilidades en la materia. Comparte ideas innovadoras, justifica tus propuestas con datos o estudios, y resalta éxitos anteriores que demuestren tu capacidad de gestión. Al proyectar seguridad y dominio en tus funciones, reduces la percepción de que necesitas constante orientación o monitoreo.

Demonstrate your expertise to gain autonomy from a micromanaging executive by presenting data-driven results and informed opinions, establishing credibility, and showcasing your knowledge of your role and industry. Tip: Regularly share updates and insights to reinforce your expertise and build trust over time.

Anticipate Concerns and Preempt Feedback: Learn their patterns of concern and anticipate areas where they’re likely to intervene. Address these proactively in your communication, which can reduce the frequency of unsolicited input.

Demonstrate Competence 💼: Regularly showcase your expertise through detailed reports and successful project outcomes. Highlight your problem-solving skills and industry knowledge to build trust and credibility. Proactive Communication 📈: Keep the executive informed with concise updates and insights. Anticipate their concerns and address them before they arise, showing that you’re on top of things and reducing the need for constant oversight. Offer Solutions, Not Just Problems 💡: When presenting issues, come prepared with potential solutions or alternatives. This demonstrates initiative and a strategic mindset, positioning you as a reliable and self-sufficient team member.

Again, this is useful. However, the fact that the C-suite hires a capable leader to achieve organization results implicitly assumes that results will be achieved. The supervisory C- Suite executive should facilitate and support the management team by reducing constraints and stepping in where and when necessary.

Firstly, you have to understand in the words of Brene Brown - "what their ide of DONE" looks like. If you're expertise is not aligned to their idea of great then you will still fail

Deliver on your projects not just on time, but with high quality that stands out. When you consistently get things right, they’ll start to see that they don’t need to check in on every little detail. When you make decisions, explain your thought process. Show that you’ve considered all angles and that your choices are based on solid data or experience. This proves you’re not just winging it—you’ve got the expertise to handle things on your own. If something doesn’t go as planned, take responsibility and come up with a plan to fix it. This shows you’re capable of managing problems and learning from them, which builds confidence that you can handle bigger tasks without needing constant oversight

Always be open and consistently test your understanding that you are delivering to need. See confirmation of this at all times. See additional tasks and delivered. Follow process. The micro manager will begin to trust you.

Adotar uma abordagem proativa ao buscar feedback foi uma estratégia que usei para lidar com o microgerenciamento de um executivo. Regularmente, pedi a opinião dele sobre meus projetos, o que não só demonstrava meu compromisso com a excelência, mas também abria um canal de diálogo sobre meu estilo de trabalho. Ao mostrar que eu estava interessado em melhorar e colaborar, consegui transformar essas conversas em oportunidades para discutir formas de alcançar melhores resultados. Com o tempo, essa postura proativa ajudou a construir confiança e aumentou minha autonomia, pois o executivo viu que eu estava focado no meu desenvolvimento e nos objetivos da empresa.

No esperes a que el ejecutivo te brinde retroalimentación; en cambio, sé proactivo al solicitarla. Esto muestra tu disposición a mejorar y tu responsabilidad en el proceso de desarrollo profesional. Al abrir el espacio para una retroalimentación constructiva, también puedes abordar temas que podrían estar generando la necesidad de microgestión. Demostrar que valoras el aprendizaje continuo refuerza tu imagen como un profesional autónomo, capaz de identificar áreas de mejora y actuar en consecuencia.

Clarify Expectations 📝: Request a detailed outline of what the executive expects in terms of deliverables and milestones. This helps you understand their vision and reduces the need for constant oversight. Suggest Regular Check-Ins 📅: Propose scheduled meetings to provide updates and discuss progress. This can demonstrate accountability and build trust, potentially reducing the need for daily supervision. Request Constructive Feedback 🔄: Actively seek specific feedback on your work and suggest improvements based on their input. This shows initiative and a willingness to adapt, which can encourage them to grant you more freedom.

Proactively seek feedback to manage a high-level executive's involvement in your work. Regularly ask for their opinion on your projects and how you can improve. This demonstrates your commitment to excellence and willingness to collaborate. Use these opportunities to discuss their working style and how you can achieve better results, which may lead to greater autonomy as the executive recognizes your proactive approach to growth and development. Tip: Follow up on the feedback you receive by implementing their suggestions and sharing the results, which reinforces your dedication to continuous improvement.

Demonstrate Impact: Autonomy is often granted when you’ve proven that your decisions lead to positive outcomes. Highlight how your independent actions have led to success. Tie this back to the company's larger goals, showing that your autonomy benefits the business, not just your workflow.

This is always useful. It could be sometimes not encouraging to hear the negative feedback or criticism of one's performance. Such feedback could appear less objective or adhoc and arbitrary at times. The good part of feedback is that the communication between leadership teams is flowing. Silence and lack of candour in communication could be dangerous and detrimental like undercurrents at sea.

There's no feedback without honesty. At this point if you are done the other 3 steps about you would need to say - hey I feel like at times you are micromanaging me and this looks like xxx and I experience it as xxx. I'm wondering what I can do that would change this experience?

Don’t wait for them to ask—proactively give updates on your progress. Ask for feedback early on, so you know you're on the right track, and adjust if needed. By keeping them in the loop and showing you value their input, you can ease their concerns and gradually earn more autonomy.

Questions are THE most powerful tool in your toolbox! - What are we trying to accomplish with this project? - Are there any concerns that you have in terms of how my team and I go about it accomplishing it? - What kind of communication do you expect on our progress? - What would be the indicators for you of a job well done? ...etc. etc. By understanding the mindset of your boss, you are equipping yourself to most effectively strategize how to best work with them. Start where they are.

Asegúrate de compartir tus logros, por más pequeños que sean, ya que cada uno contribuye a fortalecer la confianza en tu autonomía. Comunicar tus éxitos no debe verse como presunción, sino como una forma de demostrar que puedes gestionar proyectos de principio a fin sin necesidad de supervisión continua. Estas "victorias" refuerzan la percepción de que eres competente y que se pueden delegar más responsabilidades, lo que poco a poco te brindará mayor independencia en tus tareas.

Excellent suggestion. Results, performance and progress provide the adrenaline to organizations. Celebrating early successes together can amplify the energy and positive beliefs in organizations.

Micro-managers usually take your wins for themselves because of insecurities - so I'm not sure if you communicating them would work. Perhaps you could capture your own wins list, and ensure that you use this to sustain and maintain your sense of self-confidence that can be eroded from micro-management

When you communicate your wins, keep it simple and clear. Share what you achieved, why it matters, and back it up with numbers if possible. Give credit to the team if others helped, and show how your success ties into the company’s bigger goals. It's important because if you don't talk about your wins, people may not realize the value you're bringing. It helps build trust with leadership, increases your visibility, and can lead to more responsibility and opportunities down the line. Plus, sharing wins keeps everyone motivated and focused on the positives

Felicita en público y llama la atención en privado. Reconoce los logros por más pequeños que sean. No te olvides de involucrar a tus trabajadores en cada logro de la empresa

Offer Solutions, Not Just Problems: When bringing up issues, always have potential solutions ready. This demonstrates leadership and critical thinking, signaling that you don’t need constant oversight to make effective decisions.

Hierzu gehört es allerdings auch Misserfolge und deren Ursachen zu kommunizieren und keine Angst vor möglichen Konsequenzen zu haben. Ich denke das ist wichtiger als Erfolge zu kommunizieren, denn die kennt ohnehin jeder. Und alleine das man das tut sind alle Punkte dieser Frage erfüllt….

Las victorias siempre se deben comunicar pero hay que saber hacerlo, con respeto demostrando su sabiduría y buen resultado por su calidad en su trabajo personal y posiblemente en equipo, siempre hay que respetar a sus compañeros o subalternos, esto permite el liderazgo en un equipo y empresa.

Suggest Periodic Check-ins: If you're feeling smothered by constant oversight, propose a compromise. Set up weekly or bi-weekly check-ins to review progress and align on next steps. This allows for regular communication but reduces the frequency of day-to-day micromanagement.

Be out visiting prospects, partners and clients more, deliver results, and work remotely as often as possible. If all else fails, look for a better culture elsewhere!

I would propose 1. A periodic Structured Reporting Framework: One reason for micromanagement is often a lack of visibility. I would propose an alternative structure—such as a weekly summary report or dashboard—that gives the executives a clear picture of progress and key metrics. This allows them to have the oversight they need without having to dive into day-to-day tasks, creating more breathing room for me to manage execution independently. 2. I would create jointly an Escalation Path: for any critical issues that may arise when the metrics are off the charts. Knowing that there is a reliable process in place if something goes wrong can help alleviate the executive's fear of losing control and thereby reduce their need to micromanage.

Asegúrate de compartir tus logros, por más pequeños que sean, ya que cada uno contribuye a fortalecer la confianza en tu autonomía. Comunicar tus éxitos no debe verse como presunción, sino como una forma de demostrar que puedes gestionar proyectos de principio a fin sin necesidad de supervisión continua. Estas "victorias" refuerzan la percepción de que eres competente y que se pueden delegar más responsabilidades, lo que poco a poco te brindará mayor independencia en tus tareas.