How to deal with a micromanager
TL;DR - Micromanagers suck. Here’s how to deal with them.
This week’s newsletter is a departure from my usual content around data and metrics. I’ve spoken with enough folks about the topic of micromanagers that I thought it would be valuable to share a story when I had to deal with a micromanager and what I learned from it.

My first job working for someone else as a product manager was a memorable one. Not necessarily for the work, but for encountering a manager so uptight that I couldn't even choose the color of a button on a page.
If you have an overbearing manager and are looking for advice on how to deal with the situation, keep reading.
The company I worked for was an established startup. A pioneer, if you will, in the MENA ecosystem. But its growth had stagnated. And it was looking for new sources of revenue and ways to increase its general footprint.
I was hired as a product manager to help shape the way forward and identify the best new business opportunities for the company to go after.
I was excited to join the team and bring my ideas and experience to the table.
My first few months at the company were spent researching the market landscape and identifying the core strengths of the product and team. I then evaluated several initiatives that fit with the vision, mission, and values of the company. It was a discovery exercise on steroids. I put all of the research, findings, and recommendations into a slide deck that would be presented to the CEO, other management, and key stakeholders.
The process to choose a new business line took a few weeks. My research findings were discussed, debated, and digested by stakeholders until we aligned on a way forward. Ironically, that way forward confirmed the bias of the CEO and head of product.
I then took the product manager role for the new business line and was tasked to build the MVP.
The company said that its working structure was modeled after Spotify’s empowered squad structure. On the surface, that was accurate. There were indeed squads responsible for different areas of the product. I don’t know how empowered each squad was. Initially, I was provided some guidance and general guardrails by my manager. And it looked like I’d be left to lead the way to the MVP.
It was only until I disagreed with my manager on the visual design of one page, and more specifically the placement of the call-to-action button, did I realize I was being micromanaged.
My manager was adamant that the page looks exactly like an existing page because we already knew the performance of this page. I wasn’t convinced that was a good enough reason to not try something else. Or even an A/B test.
But he wouldn’t let it go. And so our working relationship unraveled because I would not place the CTA button where he wanted it on the page or make it the color he wanted!
And on top of that, I was gaslit. That’s right. It was *I* who could not control my feelings of anger and frustration about the situation. Not the ridiculousness of the situation itself.
I felt frustrated and demotivated by his behavior. I felt like I had no autonomy or creativity in my work. I felt like I was just executing his orders.
I decided to stick it out for a while, hoping that things would get better. But that didn’t happen. So I left.
It was not an easy decision, but it was the best one for me. I knew that staying in that environment would only make me unhappy and unfulfilled. I knew that I deserved better than that. I knew that I had more to offer.
I'm glad I left because it opened up new opportunities for me.
I learned a lot from that experience, both good and bad. And I want to share some of the lessons I learned with you, in case you are facing a similar situation.
Managing up
Here are some techniques that I hope will help you manage up:
 Communicate clearly and frequently: One of the reasons why some managers become overbearing is because they are afraid of losing control or missing something important. They want to be involved in every detail and decision because they don't trust their team yet. To ease their anxiety, you need to communicate clearly and frequently with them about your work. You need to update them on your progress, challenges, risks, and achievements. You need to explain the rationale and data behind your decisions and recommendations. You need to show them that you are on top of your work and that you know what you are doing.
Set boundaries and expectations: Another reason why some managers become overbearing is that they don't have clear boundaries or expectations for their team or themselves. They don't know when to step back or when to step in. They don't know how much autonomy or guidance their team needs or wants. To avoid confusion and conflict, you need to set boundaries and expectations with them about your work from the beginning. You need to be aligned on your role and responsibilities, as well as theirs. You need to agree on the goals and metrics for your work. You need to establish how often and how you will communicate and collaborate with them.
Give feedback and ask for feedback: Some managers become overbearing because they don't receive or give enough feedback. They don't know how their team feels or thinks about their work or their management style. They don't know how they can improve or support their team better. To foster a culture of feedback, you need to give feedback and ask for feedback from them about your work. You need to share your opinions and feelings about their behavior and its impact on you and your work. You need to give them constructive criticism and praise, as well as suggestions and solutions. You also need to ask them for their opinions and feelings about your work and your performance. You need to ask them for constructive criticism and praise, as well as suggestions and solutions.
I wasn’t sure about sharing this given that those involved may not be able to respond. But after writing it, I feel empowered.
Thanks for reading. If you liked this, please share it with others who might benefit from it. And if you have any questions or comments, please leave them below.