Micromanagement: What is the Point?

Most people, at least those who have held a job, understand what micromanagement is. Merriam Webster defines micromanagement as "to manage especially with excessive control or attention to details."

One of my biggest pet peeves in the workplace is working for a micromanager. My first captain on my first ship in the Navy was a micromanager. I didn’t realize that until the second captain I had on that ship arrived. What a difference!!

In my view, a micromanager micromanages for one of three reasons: 1. They don’t trust you, or 2. They feel they can do it better themselves, so they ensure they are there to help you accomplish the task, or 3. They feel they need to be in control. I imagine there are other reasons.

Of course, I cannot bring up a topic without a sea story, so here goes. My first captain, let’s call him JA, had a significant engineering background. I don’t mean engineering in the academic sense; he served many tours in the engineering departments of several Navy ships.

The engineering department is responsible for maintaining the ship’s propulsion plant. Older ship’s had large steam boilers which made steam to drive turbines, which in turn, rotated the ship’s screw or propeller. Newer ships have gas turbine engines, which are very similar to jet aircraft engines. There are also nuclear powered ships, but that is an area I am not qualified to discuss.

My first ship had two large steam boilers that heated water/steam to a pressure of 1200 psi. This was an older ship, but the engineering plant ran very well. My first shipboard job as a 23 year old Naval officer was the Auxiliaries/Electrical Officer, or A&E. The Auxiliaries side was affectionately known as A-Gang. The A&E Officer “owned” the entire ship’s electrical distribution system, the telephone and alarm systems, the emergency diesel generators, the helicopter fuel system (JP-5), all of the hot water systems, galley equipment, and many other systems that I cannot recall now, after 23 years (half my life ago). My Sailors were always busy and in constant demand. I learned so much from them, especially my three Chief Petty Officers.

Ok, so you have some background now; sorry to drag this out.

I recall two distinct incidents with JA during this tour. One time I was the Engineering Officer of the Watch (EOOW), the watch stander in charge of the engineering plant while underway. We had some casualty to the plant that required us to shutdown the one boiler we were operating. The effect of this is steam is no longer produced, which makes the ship “dead in the water;” no propulsion. We also use that steam to generate electricity, so, until the emergency diesel generator comes online, the ship goes dark.

I know JA was on the bridge as we started shutting the boiler down, because he was screaming at me over the bitch box (appropriately “named” intercom system). As the boiler shut down, the ship went dark. I would imagine the lights were off for a couple minutes, and when they returned, JA was in Main Control standing next to me, continuing his rant. He promptly took control of the plant and restored the engineering plant. Hmmm, isn’t that what he qualified me to do? He didn’t do this just because I was the EOOW. He would have done if for anyone. He was just that way.

Another story, involved the emergency diesel generator; it was not working. Without it, if power was lost, you remained dark. As the division officer, I was down in Auxiliary Room #2 (Aux 2) checking on the Sailors who had the expertise to fix this equipment. I certainly did not have the knowledge and I wasn’t about to try to offer any technical advice. I was there to get the big picture to report back up the chain of command. Well, once again, JA didn’t waste any time coming to Aux 2 to “repair” the casualty.

I distinctly remember JA on top of the diesel engine turning wrenches. I’m pretty sure he was not a diesel mechanic. He then called me over and handed me a rag to wipe up some oil that had spilled on deck. He was an O5 and I was an O1 on my first ship. I certainly was not going to question his order. My Engineman Chief quickly interceded, taking the rag from my hand, and wiping up the oil. I had a lot of respect for Chief, and it was mutual. We discussed the incident later, at length.

So, why was JA like this? Did he not trust me to restore the plant? Did he not trust the Enginemen to fix the diesels? I don’t know his motive. What I do know is that his actions were insulting to me personally. I felt he did not trust me, even though I knew I was more than capable of restoring that plant. His leadership style was very demoralizing. I did not respect his actions.

Micromanagement may have a place at times, in rare circumstances under specific conditions. However, routine micromanagement can be detrimental to accomplishing the mission. The good leader will empower their people with the tools and knowledge to do the job and hold them accountable if they don’t.

This reminds me of another story that depicts the opposite of micromanagement (macromanagement?). My second captain on this same ship, let’s call him GA, was an electrical engineer by education. In my second position on this ship, I was the Electronic Materials Officer (EMO) in charge of all the electronic systems (radars, communications equipment, the closed circuit television system, etc.).

Our air search radar was not working and I had to go brief GA on the status. I conveyed the symptoms we were experiencing and our plan of action. GA asked me to bring him the electronic schematics of the radar, which I promptly did. After about five minutes of reviewing the schematics, he pointed to a component and said, “Check this.” I took this information back to the Electronic Technicians (ETs) and lo and behold, that was the problem. I was quite impressed.

GA knew what he was talking about, but he didn’t feel the need to go to the Radar Room to fix it. He offered a suggestion and let the ETs fix the problem. This is just how GA was.

I think it is obvious who I liked working for more. When I became a commanding officer, it was easy to determine which leadership style I would follow, and I must admit, it worked quite well.