In my youth, tea-drinking in my grandmother’s home was a cherished ritual. Loose tea leaves were carefully spooned into a teapot, vigorously boiling water added and the tea allowed to draw for a few carefully judged minutes. It was then slowly poured into delicate cups and served.

After drinking, a few tea leaves were left in the cup. The cup was then ceremonially swirled three times, turned upside down and drained, leaving the leaves clinging to the sides and bottom.

My grandmother would gaze into the cup for a few moments in deep thought. She would then deliver the messages which the tea-leaves held to the audience. We would all be waiting wide-eyed in anticipation.

I always had a suspicion that the messages were contrived to get us to behave better, improve our table manners, and stop pulling the girls’ hair, so never took them seriously.

But I do have an abiding memory of her once telling me she saw danger signs in my personality, and that I would need to take care of my temper.

I laughed it off as her way of trying to stop the bickering between myself and my sister. However, after a few experiences later in life with my quick temper, making a fool of myself, I often think back to the story of those tea leaves.

Know yourself

Somehow it’s much easier to identify the strengths and weaknesses of people other than yourself, yet it is vital to understand one’s own characteristics and capabilities when planning your future.

In my school days, this was a job that rotated amongst teachers, temporarily appointed ‘career guidance officers’, who based their judgement entirely on your most recent school report. Personal preferences and characteristics didn’t come into the picture.

Soon after I moved into my first junior management job, I realised I didn’t know as much as I thought. Needing to understand myself better, I underwent a few simple psychometric tests.

I was shocked. My eyes were opened to some potentially serious flaws in my management style.

But I digress.

My previous column (Farmer’s Weekly 3 May 2024) dealt with the habit of micro-management, and its negative impact on both manager and subordinate.
If you have these tendencies, you need to know about it, and get to work curbing them as soon as possible.

Characteristics of micromanagers

Research and observation by professional behaviourists has shown clearly that the following personal characteristics will lead you towards becoming a micromanager.

• Perfectionism: A perfectionist’s uncompromising high standards lead them to remain closely in contact with any job and oversee every detail. It’s an admirable quality, but taken to extremes is highly destructive of team-building and motivation.
• Lack of trust: People who don’t trust others have great difficulty with delegation. They overload themselves, limiting the growth and development of their subordinates and themselves.
• Obsession with detail: Like perfectionists, individuals who focus on minute detail find it challenging to step back and delegate tasks. It’s a habit that stifles one’s own development, frustrating and demotivating subordinates.
• Fear of failure: Highly risk-averse people with a fear of failure will feel compelled to micromanage, to ensure that the risk of mistakes is eliminated.
• Insecurity: People who are insecure in their own ability or position may micromanage to assert their authority and attempt to prove their worth.
• Control freaks: All of the above contribute to individuals developing a strong need for control. They struggle to delegate tasks and will closely monitor every aspect of any job, with all the disadvantages mentioned.
• Need for recognition: People who crave recognition interfere in the jobs of others, attempting to always get the credit for the success of the project.

Any one or more of these characteristics drives a manager towards the habit of micromanagement. Knowing you have these features in your make-up will alert you to the dangers they hold for your management career. Be forewarned and be in control of them.

If you find it extremely difficult to delegate tasks and trust your subordinates, seek help from your peers and your boss. If necessary, get help from a professional coach.

Peter Hughes is a business and management consultant.