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Working with a micromanager

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Anonymous User at Taro Community

I am a mid level engineer and I work for a manager who has micromanaging tendencies. Some of these tendencies include,

  1. Going deep into implementation details of tasks that engineers are working on. I have been in meetings/discussions where proposed solutions by engineers have been ripped apart by this manager without them having enough context about why the engineer is doing it a certain way. This almost always leads into the engineer having to explain the nitty gritty implementation details to this manager to convince them that the engineer is doing the right thing. Overall, the manager shows very little trust on the decisions taken by the engineers.
  2. When there arises a situation that the manager wants something from an engineer, they will want it immediately i.e. within the next few hours, eod etc. The manager is aware that the engineer is working on a bunch of things but they will not show any regard for that fact. This means that the engineer has to put everything they are working on aside to produce the thing that the manager wants. The problem is that this happens very often and it results in engineers either having to overwork to get their job done or affecting quality of their work.
  3. The manager will put the engineers under extreme pressure to deliver projects on or before the deadline. This includes minor nudges in meetings, lunches, team activities etc. reminding engineers of the timeline to having 2 hour meetings to discuss where we are in terms of meeting the deadline.

I have a few questions based on the above context.

  1. How to deal with such managers?
  2. Is it sustainable long term to work for such a manager? I am considering getting to the next level in my role within the next 2 years, would it be advisable to continue working with this person?
  3. Do most managers have more trust on their directs than described in the above situations?
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