Micromanager Quotes

At some point, as Richard keeps telling me, you gotta let go and sit still and allow contentment to come to you. Letting go, of course, is a scary enterprise for those of us who believe that the world revolves only because it has a handle on the top of it which we personally turn, and that if we were to drop this handle for even a moment, well – that would be the end of the universe. But try dropping it….Sit quietly for now and cease your relentless participation. Watch what happens. The birds do not crash dead out of the sky in mid-flight, after all. The trees do not wither and die, the rivers do not run red with blood. Life continues to go on…. Why are you so sure that your micromanagement of every moment in this whole world is so essential? Why don’t you let it be?

God's a busy guy. He don't have time to micromanage. What are the chances he heard that? It's early in the morning. He's probably having breakfast with Mrs. God.

Stop micromanaging your life and just live it; joy and meaning will follow. Find the happy medium between being daring and responsible. Cultivate that balance. Do your best. Be good to yourself, even when—especially when—life isn’t being good to you.

Some children were lucky enough to have their Potter novels banned by witch-hunting school boards and micromanaging ministers. Is there any greater job than a book you're not allowed to read, a book you could go to hell for reading?

Authority—when abused through micromanagement, intimidation, or verbal or nonverbal threats—makes people shut down & productivity ceases.

In a time of chaos, it is the micro-manager who ascends

Remember the Golden Rule? "Treat people as you would like to be treated." The best managers break the Golden Rule every day. They would say don't treat people as you would like to be treated. This presupposes that everyone breathes the same psychological oxygen as you. For example, if you are competitive, everyone must be similarly competitive. If you like to be praised in public, everyone else must, too. Everyone must share your hatred of micromanagement.

Micromanagement is the destroyer of momentum.

Ego can’t sleep. It micro-manages. It disempowers. It reduces our capability. It excels in control.

Understand the differences between managing, micromanaging, and not managing.

The Diminisher is a Micromanager who jumps in and out. The Multiplier is an Investor who gives others ownership and full accountability.

The combination of power, fear, and mania can be deadly. The leader, convinced that he might be betrayed, acts first and betrays others first. Afraid that he's not well liked, he works so hard to get others to like him that it has the opposite effect. Convinced of mismanagement, he micromanages and becomes the source of the mismanagement. And on and on - the things we fear or dread, we blindly inflict on ourselves.

As managers, we should hire people whose values align with the values of the company, and then trust them to do their job well. If you have to micromanage an employee, one of you isn't a fit for the company.

He restated that all I ever needed to do was ask him for help, but therein lies the problem. I don’t want to micromanage housework. I want a partner with equal initiative.

Every thought in your mind needs to be filtered. If you are going to survive this war, you need to be a domineering, controlling, micro-managing tyrant when it comes to your thought life. Any and all thoughts outside of God’s Word, you take captive, shut up, and expel. You give those thoughts no time. No mental real estate. No free pass. You throw those thoughts into prison. No, better yet, you send them straight to solitary confinement. And when you’re done, you throw away the keys.

I mark my years or parenting by the people who stepped in and forced me to abandon my inclination to meddle, micromanage, and coddle, beginning with my children's father, who sat me down and told me in year two that I was going to create a little monster if I continuted to act as though "no" and "I don't love you" were synonomous.

As we age and plasticity declines, it becomes increasingly difficult for us to change in response to the world, even if we want to. We find familiar types of stimulation pleasurable; we seek out like-minded individuals to associate with, and research shows we tend to ignore or forget, or attempt to discredit, information that does not match our beliefs, or perception of the world, because it is very distressing and difficult to think and perceive in unfamiliar ways. Increasingly the aging individual acts to preserve the structures within, and when there is a mismatch between his internal neurocognitive structures and the world, he seek to change the world. In small ways he begins to micromanage his environment, to control it, and make it familiar. But this process, writ large, often leads whole cultural groups to try to impose their view of the world on other cultures, and they often become violent, especially in the modern world, where globalization has brought different cultures closer together, exacerbating the problem. Wexler's point, then, is that much of the cross-cultural conflict we see is a product of the relative decrease in plasticity. One could add that totalitarian regimes seem to have an intuitive awareness that it becomes hard for people to change after a certain age, which is why so much effort is made to indoctrinate the young from an early age.

Life is not about control or making things happen in the ways we think they should happen. In fact, it's rather arrogant for us to be on this planet that's been here for so long and expect to be able to control life on it. If we want to see changes, then our task is to set things in motion, not to micromanage and make them happen in the ways we think they should. If we have something that is possessing us, such as alcohol or our television sets or our cell phones, then it could be time to let it go and move on with our lives. If we're holding on to resentment and anger, we're simply raising our own stress levels and blood pressure, but we're not contributing anything positive to the situation--and it's time to let it go.

Macromanage, Not Micromanage

The “result” of micromanagement is perhaps tangible in the short run, but more often causes damage for the long term.

Trading is not the same as investing. Trading includes a lot of fear, lack, and scarcity thinking. Traders aim to buy low and sell high in the quickest turnaround time possible, always fearful of potential outcomes and always needing to incessantly monitor the status of things and micromanage results. However, Investing includes a lot of faith, vision, trust, and endurance. Investors look at larger societal patterns and systems. Investors have wealth consciousness and they expect to earn exponentially larger profits over a longer timeframe.

Life can be a party if you stop pretending to be the host, stop trying to micro-manage everything.

Micromanagement is mismanagement. … [P]eople micromanage to assuage their anxieties about organizational performance: they feel better if they are continuously directing and controlling the actions of others—at heart, this reveals emotional insecurity on their part. It gives micromanagers the illusion of control (or usefulness). Another motive is lack of trust in the abilities of staff—micromanagers do not believe that their colleagues will successfully complete a task or discharge a responsibility even when they say they will.”108

trying to micromanage employees slows decisions and kills individual initiative. Attempting to impose precise order on how a project in a department is accomplished stifles creativity and leads to a formulistic approach to business problems. Insisting

People who self-handicap purposely shoot themselves in the foot in order to protect themselves from having to confront their possible shortcomings. Many self-handicapping behaviors are those small, subtle bad habits like being late, gossiping, micromanaging, behaving passive-aggressively, or being a perfectionist. We may not recognize these self-defeating--and self-handicapping--traits for what they are. Or we may even wrongly perceive them as strengths. But in truth, they often get in the way of us blooming.

But there is virtually no relationship between being an expert and being seen as someone people can trust with their secrets, doubts, and vulnerabilities. A petty office tyrant or micromanager may be high on expertise, but will be so low on trust that it will undermine their ability to manage, and effectively exclude them from informal networks.

you find yourself unable to stop micromanaging, ask yourself if your team has a problem. You may have to reorganize or bring in some more talented people who have the capacity to earn the right to be delegated to. If your team continually drops the ball you are right to micromanage until they don’t drop the ball or you get some new team members.

We ride too high on deceptive notions of power and security and control and then when it all comes crashing down on us the low is made deeper by the high. By its precipitousness, but also by the humiliation you feel for having failed to see the plummet coming. . . . Lulled by years of relative peace and prosperity we settle into micromanaging our lives with our fancy technologies and custom interest rates and eleven different kinds of milk, and this leads to a certain inwardness, an unchecked narrowing of perspective, the vague expectation that even if we don't earn them and nurture them the truly essential amenities will endure forever as they are. We trust that someone else is looking after the civil liberties shop, so we don't have to. Our military might is unmatched and in any case the madness is at least an ocean away. And then all of a sudden we look up from ordering paper towels online to find ourselves delivered right into the madness. And we wonder: How did this happen? What was I doing when this was in the works? Is it too late to think about it now? . . .

The ideal parent is not anxiously hanging around trying to micromanage everything. The ideal parent makes it feel that problems, difficulties and dangers don’t always have to be avoided: they can be coped with, solved or skilfully overcome. Such a parent makes the child secure.

What matters is that you learn how to manage yourself and others, before your industry eats you alive. Micromanagers are egotists who can’t manage others and they quickly get overloaded.

The administration of a great organized molar security has as its correlate a whole micro-management of petty fears, a permanent molecular insecurity, to the point that the motto of domestic policymakers might be: a macropolitics of society by and for the micropolitics of insecurity

Today, many senior military officials complain of feeling baffled and shut out by a White House that combines micromanagement with a near total inability to articulate coherent strategic goals.

A baby opens you up, is the problem. No way around it unless you want to pay someone else to have it for you. There’s before and there’s after. To live in your body before is one thing. To live in your body after is another. Some deal by attempting to micromanage; some go crazy; some zone right the hell on out. Or all of the above.

It is absolutely vital that appropriate levels of intrusive micromanagement, divisive paranoia, bullying, and the threat of arbitrary punishments are maintained, so that we can truly re-create the folkways of the past. Also a propensity for calling meetings at regular, and indeed irregular, intervals. Adam, and what is the end purpose of all this work we are seeing? Uncharles, there is none. This is also believed to be historically authentic.

If parent-figures have not healed or even recognized their unresolved traumas, they cannot consciously navigate their own path in life, let alone act as trustworthy guides for someone else. It’s very common for parent-figures to project their own unresolved traumas onto their children. When even well-meaning parent-figures react under the influence of their own unconscious wounds they, instead of offering guidance, may attempt to control, micromanage, or coerce a child to follow their will. Some of these attempts may be well intentioned. Parent-figures may consciously or unconsciously want to keep the child safe and protected from the world so that the child will not experience the pain that they, themselves, have. In the process, they may negate the child’s wants and needs.

Micro-managing creativity kills it. To encourage creative brilliance, foster an atmosphere where it can thrive and then step out of the way and let it happen.

Some management bloviators will advise you simply to hire the right people and then leave them alone. Dick Costolo, Twitter’s CEO from 2010–2015, explained succinctly how crazy this advice is. “That’s like saying, to have a good marriage, marry the right person and then avoid spending any time with them. Ridiculous, right?” he exclaimed. “Imagine if I went home and told my wife, ‘I don’t want to micromanage you, so I’m not going to spend any time with you or the kids this year.

It struck me then that Rachel’s generosity—the thing I had been so taken with, the thing that seemed so genuine—was actually the source of her control. She was both benefactor and micromanager, skillfully moving us through our paces, and sheltering us with privilege while we complied. And while it was clear that she liked me, she also believed she was smarter, more capable.

We develop ulcers, high blood pressure, headaches, and other physical problems in part because our stress systems aren’t designed to handle the “dangers” of our brave new world: computer crashes, micromanaging bosses, 12-way conference calls, and long commutes in rush-hour traffic.

If it makes you feel any better Tory, they were just as bad when Mia was born. At least you don’t have Sin, Kish, and Damien running around, trying to boil water for no other reason than that’s what someone had told Sin husbands are supposed to do and since Sin doesn’t know how to boil water, he had to micromanage the other two incompetents who’d never done it either. I’m amazed they didn’t band together to kill him during it or burn down the casino. And don’t get me started on my mother trying to murder my husband in the middle of it or her fighting with grandma over whose labors were more painful. Or, (she cast a meaningful glance to Simi,) someone setting my mother’s hair on fire and trying to barbecue her to celebrate the birth.” – Kat “That an old Charonte custom that go back forever ’cause we a really old race of demons who go back even before forever. When a new baby is born you kill off an old annoying family member who gets on everyone’s nerves which for all of us would be the heifer-goddess ’cause the only person who like her be you, Akra-Kat. I know she you mother and all, but sometimes you just gotta say no thank you. You a mean old heifer-goddess who need to go play in tragic and get run over by something big like a steamroller or bus or something else really painful that would hurt her a lot and make the rest of us laugh. Not to mention the Simi barbecue would have been fun too if someone, Akra-Kat, hadn’t stopped the Simi from it. I personally think it would have been a most magnificent gift for the baby. Barbecued heifer-goddess Artemis. Yum! No better meal. Oh then again baby got a delicate constitution and that might give the poor thing indigestion. Artemis definitely give the Simi indigestion and I ain’t even ate her yet.” – Simi

I go through a loop in which I notice all the ways I am - for just an example - self-centered and careerist and not true to standards and values that transcend my own petty interests, and feel like I'm not one of the good ones; but then I countenance the fact that here at least I am worrying about it; so then I feel better about myself (I mean, at least this stuff is on my mind, at least I'm dissatisfied with my level of integrity and commitment); but this soon becomes a vehicle for feeling superior to (imagined) Others...It has to do with God and gods and a basic sense of trust in the universe v. fear that the universe must be held at bay and micromanaged into giving me some smidgen of some gratification I feel I simply can't live without. It's all very confusing. I think I'm very honest and candid, but I'm also proud of how honest and candid I am - so where does that put me.

I floundered over job listings and career discussions with headhunters, none of them appealing to me, the idea of going back to a nine-to-five job, crammed into subway cars like cattle, staring at spreadsheets all day with Micromanaging Marks and Type-A Taras hovering around me a soul-crushing prospect.

Remember that while He walked this earth, Christ didn’t micromanage the lives of people around Him. He wasn’t controlling in His demands of their obedience. He didn’t run after the rich young ruler who wouldn’t sell all he had to follow Him. Jesus didn’t chase him down and demand compliance. If then, being so perfect and wise, He can allow people to fail, why do we believe it our job to micromanage the life of [others] Can we trust God to speak to [them], teach [them], and lead [them]?” (p. 168).

Project Oxygen found that a good manager (1) is a good coach; (2) empowers and does not micromanage; (3) expresses interest and concern in subordinates’ success and well-being; (4) is results oriented; (5) listens and shares information; (6) helps with career development; (7) has a clear vision and strategy; (8) has key technical skills.

Most young people have rebellious, anti-authoritarian impulses. They don't like being told what, when, or how to do something. It's ironic, then, that many of these same people embrace a system in which there would be far more regulations, many more bureaucrats micromanaging their lives, and far more rules and restrictions on how things can be done.

The term "totalitarian" was derived from Adolf Hitler's "Total State", which was a "craddle to grave" solution that sought to micro-manage all aspects of humanity.

micromanagement was a form of dictatorship. Just look at governments like the old Soviet Union to see that the results are a loss of productivity, quality and initiative.

If you are micromanaging your team, the chances are that you need a new team, or you are the problem, and your team needs a new manager.

Braque was used to this kind of crap; her mom had been a master choreographer of anxious micromanagement since Braque could remember.

Micromanagement is the motivational equivalent of buying on credit. Enjoy a better product now, but pay a hefty price for it later.

Micromanagement is leadership by doubt—and it never ends well.

known as a micromanager. People do the minimum for you and no more. And no one likes a bully.

Socialists seem to think George Orwell’s 1984 is a suggestion, or at least are unashamed of mimicking the methods of the totalitarian state Orwell depicted. Libertarians know it to be a warning, and a government that micro-manages all aspects of humanity an intolerable reality.

The smartest and best know they can do the job better than everyone else, so they micromanage everything. They spread themselves too thin and fail where a lesser man might have succeeded.

I go through a loop in which I notice all the ways I am — for just an example — self-centered and careerist and not true to standards and values that transcend my own petty interests, and feel like I’m not one of the good ones; but then I countenance the fact that here at least here I am worrying about it, noticing all the ways I fall short of integrity, and I imagine that maybe people without any integrity at all don’t notice or worry about it; so then I feel better about myself (I mean, at least this stuff is on my mind, at least I’m dissatisfied with my level of integrity and commitment); but this soon becomes a vehicle for feeling superior to (imagined) Others…. It has to do with God and gods and a basic sense of trust in the universe v. fear that the universe must be held at bay and micromanaged into giving me some smidgeon of some gratification I feel I simply can’t live without. It’s all very confusing. I think I’m very honest and candid, but I’m also proud of how honest and candid I am — so where does that put me.

4. Micromanagement/Worrying/Obsessing/Looping/Over-Futurizing. I will not repetitively examine details over and over. I will not jump to negative conclusions. I will not endlessly second-guess myself. I cannot change the past. I forgive all my past mistakes. I cannot make the future perfectly safe. I will stop hunting for what could go wrong. I will not try to control the uncontrollable. I will not micromanage myself or others.

Due to their tendency to micromanage, they left little for their millennial and Gen Z children to work on themselves, resulting in the current problem of “adulting”—more so felt by the millennials, often being their eldest children.

Domestic abuse occurs on a spectrum of power and control. At the highest end, perpetrators micromanage the lives of their victims, prevent them from seeing friends and family, track their movements and force them to obey a unique set of rules.

Although we intuitively know the world has changed, most leaders reflect a model and leader development process that are sorely out of date. We often demand unrealistic levels of knowledge in leaders and force them into ineffective attempts to micromanage.

Study after study has found that young children who are not constantly ordered around are much more likely to cooperate with simple requests from a parent—for example, cleaning up toys when asked—than children who are micromanaged and controlled much of the time.

You don’t hire a genius to solve the most intractable imaginable problem, and then hedge him around with a lot of rules, nor try to micro-manage him ... You turn him loose. If all you need is somebody to follow orders, you can hire an idiot. In fact, an idiot would be better suited.

The not knowing when or if it will ever end, the self-condemnation to a life clinging to the periphery of nothingness by your bitten-down fingernails, the exhaustion of micromanaging every last eventuality in a vain attempt to mitigate the inevitable monotony of every day being a little bit worse than the day before. You can’t replicate the encroaching weight of your brittling bones, or the slowly turned-up volume of the voice in your head that tells you you’re a burden, a drain, a nothing, the seductive whisper of the void where your hopes and dreams and plans used to be.

I did believe that I could opt out of feeling vulnerable, so when it happened- when the phone rang with unimaginable news; or when I was scared; or when I loved so fiercely that rather than feeling gratitude and joy I could only prepare for loss- I controlled things. I managed situations and micromanaged the people around me. I performed until there was no energy left to feel. I made what was uncertain certain, no matter what the cost. I stayed so busy that the truth of my hurting and my fear could never catch up. I looked brave on the outside and felt scared on the inside.

1. Remember the goal. 2. Give the goal to people who can achieve it (which is best) or tell them what to do to achieve it (which is micromanaging and therefore less good). 3. Hold them accountable. 4. If they still can’t do the job after you’ve trained them and given them time to learn, get rid of them.

It is easy to be critical of the micromanaging many managers resort to, yet we must acknowledge the rock and the hard place we often place them between. If they have to choose between meeting a deadline and some less well defined mandate to “nurture” their people, they will pick the deadline every time.

Dr. Lerner explains that we all have patterned ways of managing anxiety. Some of us respond to anxiety by overfunctioning and others by underfunctioning. Overfunctioners tend to move quickly to advise, rescue, take over, micromanage, and get in other people's business rather than look inward. Underfunctioners tend to get less competent under stress. They invite others to take over and often become the focus of family gossip, worry or concern. They can get labeled as the "irresponsible one" or "problem child." Dr. Lerner explains that seeing these behaviors as patterned responses to anxiety, rather than truths about who we are, can help us understand that we can change.

Information, consequences, choice. Without lectures or micro-management or rescue.

Providing too much detail can be an invitation for micro-management.

Those who like to command and control others are always scared of their authority been challenged or criticized.

I've had enough of it already. Shining armour. Dawn parades. Forced marches. Midnight inspections. Penalties for sloppy salutes, uncombed crests, talking after lights out. The man's mad.

Said he had more immediate problems than the fate of the world and he was sure we’d figure it out, considering how controlling and micromanaging Ryodan was about everything he owned—and as he believed he owned the entire world and everything in it, and could play with it all like his personal chess set—the bastard would surely find a way to patch things up to his liking. He

LOG ENTRY: SOL 114 Now that NASA can talk to me, they won't shut the hell up. They want constant updates on every Hab system, and they've got a room full of people trying to micromanage my crops. It's awesome to have a bunch of dipshits on Earth telling me, a botanist, how to grow plants. I mostly ignore them. I don't want to come off as arrogant here, but I'm the best botanist on the planet.

As she does, she speculates about all the aspects of the mortal world she’s going to have to explain to Dad. “Like cell phones,” she says. “Or self-checkout in the grocery store. Oh, this is going to be amazing. Seriously, his exile is the best present you ever got me.” “You know that he’s going to be so bored that he’s going to try to micromanage your life,” Taryn says. “Or plan your invasion of a neighboring apartment building

Seinfeld asked if McKinsey is funny. No, the magazine said. “Then I don’t need them,” he said. “If you’re efficient, you’re doing it the wrong way. The right way is the hard way. The show was successful because I micromanaged it—every word, every line, every take, every edit, every casting.” If you’re efficient, you’re doing it the wrong way. That is so counterintuitive. But I think it perfectly highlights the danger of shortcuts.

when things were good, Dominique felt the headiness of a love that really might last for ever when they weren’t, she wondered what she was doing with someone who wanted to micro-manage her entire life, including her mind

My leadership style: I lead multi-directionally. Leading from the front is obvious. However, I lead from the side. Not to micro-manage but to micro-encourage. Also, leading from the back, knowing they have me to fall back on

What matters is that you learn how to manage yourself and others, before your industry eats you alive. Micromanagers are egotists who can’t manage others and they quickly get overloaded. So do the charismatic visionaries who lose interest when it’s time to execute. Worse yet are those who surround themselves with yes-men or sycophants who clean up their messes and create a bubble in which they can’t even see how disconnected from reality they are.

That’s just the way life is. It can be exquisite, cruel, frequently wacky, but above all utterly, utterly random. Those twin imposters in the bell-fringed jester hats, Justice and Fairness—they aren’t constants of the natural order like entropy or the periodic table. They’re completely alien notions to the way things happen out there in the human rain forest. Justice and Fairness are the things we’re supposed to contribute back to the world for giving us the gift of life—not birthrights we should expect and demand every second of the day. What do you say we drop the intellectual cowardice? There is no fate, and there is no safety net. I’m not saying God doesn’t exist. I believe in God. But he’s not a micromanager, so stop asking Him to drop the crisis in Rwanda and help you find your wallet. Life is a long, lonely journey down a day-in-day-out lard-trail of dropped tacos. Mop it up, not for yourself, but for the guy behind you who’s too busy trying not to drop his own tacos to make sure he doesn’t slip and fall on your mistakes. So don’t speed and weave in traffic; other people have babies in their cars. Don’t litter. Don’t begrudge the poor because they have a fucking food stamp. Don’t be rude to overwhelmed minimum-wage sales clerks, especially teenagers—they have that job because they don’t have a clue. You didn’t either at that age. Be understanding with them. Share your clues. Remember that your sense of humor is inversely proportional to your intolerance. Stop and think on Veterans Day. And don’t forget to vote. That is, unless you send money to TV preachers, have more than a passing interest in alien abduction or recentlypurchased a fish on a wall plaque that sings ‘Don’t Worry, Be Happy.’ In that case, the polls are a scary place! Under every ballot box is a trapdoor chute to an extraterrestrial escape pod filled with dental tools and squeaking, masturbating little green men from the Devil Star. In conclusion, Class of Ninety-seven, keep your chins up, grab your mops and get in the game. You don’t have to make a pile of money or change society. Just clean up after yourselves without complaining. And, above all, please stop and appreciate the days when the tacos don’t fall, and give heartfelt thanks to whomever you pray to….

My dad often joked that none of the money was mine. It was his, and he wasn’t going to spoil me with it. Both my parents value a good work ethic. Hard work and making something of yourself are what they value most. They never forced my brother or me into post-secondary educations. They followed our leads, and while I thought it was unfair at a younger age, I get it now. I get not bankrolling your children’s lives. I get not micromanaging their choices.

...she speculates about all the aspects of the mortal world she's going to have to explain to Dad. 'Like cell phones,' she says. 'Or self-checkout in the grocery store. Oh, this is going to be amazing. Seriously, his exile is the best present you ever got me.' 'You know that he's going to be so bored that he's going to try to micromanage your life,' Taryn says. 'Or plan your invasion of a neighbouring apartment building.' At that, Vivi stops smiling. It makes Oak giggle, though.

A reader might think that this is, obviously, a kind of misplaced parental anxiety and love. And they might be right. But I felt like I was losing my mind. There was no trust, no affection, no listening, just ignorant micromanagement. It felt like I was existing in a parallel universe where everything I'd just done with my life, everything I was doing with my life, hadn't made any difference at all. I was a kid again, useless. Nothing was mine—not my time, not my schedule, not my choices.

You prefer things to be"—she held her thumbs and forefingers an inch apart—"just so. You need someone who can organize your things and prepare it all such that you're able to go ahead and do everything because you don't trust anyone to do anything correctly. I am wonderful when it comes to handling egomaniac micromanagers. I have lots of experience in that arena and I don't notice the toxic air quality of being treated like I'm incompetent anymore. I adapt to shit situations shockingly well.

what of the enormous power exercised today by lifetime-appointed judges, who micromanage more and more of society; unelected bureaucrats employed by scores of government departments and agencies, who legislate not through elected members of Congress but by the issuance of untold regulations and rules; and, the surrendering of sovereign legal and policy authority to international organizations, thereby conferring governing decisions to organizations that exist outside the Constitution’s framework?

Global warming is socialism by the back door. The whole point of global warming is that it's a rationalization for progressives to do what progressives want to do, which is concentrate more and more power in Washington, more and more Washington power in the executive branch, more and more executive branch power in independent czars and agencies to micromanage the lives of the American people -- our shower heads, our toilets, our bathtubs, our garden hoses. Everything becomes involved in the exigencies of rescuing the planet.

In opposition, Abbott once gathered his staff to ask for suggestions on how the team could improve. One brave staffer mentioned Credlin’s tendency to micro-manage. Abbott wasn’t impressed and told the staffer to apologise and buy Credlin flowers. Chivalry wasn’t dead for Abbott.

The reason you’re mentioning what you’re seeing isn’t to rub salt in a wound or micromanage, it’s to give the person you’re trying to help a real-time experience of your values and standards. You’re using the Mention to show them things like: (1) how keeping an eye on the details is a form of caring for yourself and others; (2) why it’s important to try and identify patterns because that’s what leads to innovation; and (3) how no matter what’s going on in the hustle and bustle, they work for someone who never loses sight of the human beings in their care. Before

I did believe that I could opt out of feeling vulnerable, so when it happened - when the phone rang with unimaginable news; or when I was scared; or when I loved so fiercely that rather than feeling gratitude and joy I could only prepare for loss - I controlled things. I managed situations and micromanaged the people around me. I performed until there was no energy left to feel. I made what was uncertain certain, no matter what the cost. I stayed so busy that the truth of my hurting and my fear could never catch up. I looked brave on the outside and felt scared on the inside.

Micromanagement fails because no one person can control multiple people executing a vast number of actions in a dynamic environment, where changes in the situation occur rapidly and with unpredictability. It also inhibits the growth of subordinates: when people become accustomed to being told what to do, they begin to await direction. Initiative fades and eventually dies. Creativity and bold thought and action soon die as well. The team becomes a bunch of simple and thoughtless automatons, following orders without understanding, moving forward only when told to do so. A team like that will never achieve greatness.

Giving control of our social interactions to the outer critic prohibits the cultivation of the vulnerable communication that makes intimacy possible. We must renounce unconscious outer critic strategies such as: [1] “I will use angry criticism to make you afraid of me, so I can be safe from you”; [2] “Why should I bother with people when everyone is so selfish and corrupt” [all-or-none thinking]; [3] “I will perfectionistically micromanage you to prevent you from betraying or abandoning me”; [4] “I will rant and rave or leave at the first sign of a lonely feeling, because ‘if you really loved me, I would never feel lonely’”.

Here are the commons symptoms that result from micromanagement: 1. The team shows a lack of initiative. Members will not take action unless directed. 2. The team does not seek solutions to problems; instead, its members sit and wait to be told about a solution. 3. Even in an emergency, a team that is being micromanaged will not mobilize and take action. 4. Bold and aggressive action becomes rare. 5. Creativity grinds to a halt. 6. The team tends to stay inside their own silo; not stepping out to coordinate efforts with other departments or divisions for fear of overstepping their bounds. 7. An overall sense of passivity and failure to react.

Whereas children might engage in more direct forms of bullying such as name calling and physical violence, adult bullies are more likely to use indirect methods that are harder to identify and, most importantly, to show evidence for. Commonly, workplace bullies use micro-management in such a way that to an observer it simply looks

In verse 2 of the immediately following chapter, god tells Moses to instruct his followers about the conditions under which they may buy or sell slaves (or bore their ears through with an awl) and the rules governing the sale of their daughters. This is succeeded by the insanely detailed regulations governing oxen that gore and are gored, and including the notorious verses forfeiting “life for life, eye for eye, tooth for tooth.” Micromanagement of agricultural disputes breaks off for a moment, with the abrupt verse (22:18) “Thou shalt not suffer a witch to live.” This was, for centuries, the warrant for the Christian torture and burning of women who did not conform.

As you grow spiritually, you will realize that your attempts to protect yourself from your problems actually create more problems. If you attempt to arrange people, places, and things so they don’t disturb you, it will begin to feel like life is against you. You’ll feel that life is a struggle and that every day is heavy because you have to control and fight with every-thing.

Then there is the very salient question of what the commandments do not say. Is it too modern to notice that there is nothing about the protection of children from cruelty, nothing about rape, nothing about slavery, and nothing about genocide? Or is it too exactingly “in context” to notice that some of these very offenses are about to be positively recommended? In verse 2 of the immediately following chapter, god tells Moses to instruct his followers about the conditions under which they may buy or sell slaves (or bore their ears through with an awl) and the rules governing the sale of their daughters. This is succeeded by the insanely detailed regulations governing oxes that gore and are gored, and including the notorious verses forfeiting “life for life, eye for eye, tooth for tooth.” Micromanagement of agricultural disputes breaks off for a moment, with the abrupt verse (22:18) “Thou shalt not suffer a witch to live.” This was, for centuries, the warrant for the Christian torture and burning of women who did not conform. Occasionally, there are injunctions that are moral, and also (at least in the lovely King James version) memorably phrased: “Thou shalt not follow a multitude to do evil” was taught to Bertrand Russell by his grandmother, and stayed with the old heretic all his life. However, one mutters a few sympathetic words for the forgotten and obliterated Hivites, Canaanites, and Hittites, also presumably part of the Lord’s original creation, who are to be pitilessly driven out of their homes to make room for the ungrateful and mutinous children of Israel.

I remain inspired and transformed by something I learned from Harriet Lerner’s book The Dance of Connection.3 Dr. Lerner explains that we all have patterned ways of managing anxiety. Some of us respond to anxiety by overfunctioning and others by underfunctioning. Overfunctioners tend to move quickly to advise, rescue, take over, micromanage, and get in other people’s business rather than look inward. Underfunctioners tend to get less competent under stress. They invite others to take over and often become the focus of family gossip, worry, or concern. They can get labeled as the “irresponsible one” or the “the problem child” or the “fragile one.” Dr. Lerner explains that seeing these behaviors as patterned responses to anxiety, rather than truths about who we are, can help us understand that we can change. Overfunctioners, like me, can become more willing to embrace our vulnerabilities in the face of anxiety, and underfunctioners can work to amplify their strengths and competencies.

Specialist or Strategist? Isn’t it true that the more you practice, the better you get? Yes, but, and this bears repeating, the intuitive mastery we are striving for is not brilliant skill at predictable tasks. As the late science fiction author, Robert Heinlein, pointed out, specialization is for insects. Humans need the mystifying ability to cope with the unpredictable and ambiguous challenges posed by thinking adversaries in the real world. Since kendo masters practice hard, don’t we need to put in long hours to develop super competence? The answer is absolutely yes. However, sixteen hours at the office doing the same things day after day simply make you a workaholic (and very likely a micromanager); they do not per se confer an intuitive skill useful in competitive situations. Tom Peters suggests that you can spot who is going to do great things by what they do on airplanes. They don’t pull out the laptop and grind spreadsheets. Instead, they “read Zen and the Art of Motorcycle Maintenance for the umpteenth time,” or pick up insights on human behavior from the great novelists.

Imagine the following. Three groups of ten individuals are in a park at lunchtime with a rainstorm threatening. In the first group, someone says: “Get up and follow me.” When he starts walking and only a few others join in, he yells to those still seated: “Up, I said, and now!” In the second group, someone says: “We’re going to have to move. Here’s the plan. Each of us stands up and marches in the direction of the apple tree. Please stay at least two feet away from other group members and do not run. Do not leave any personal belongings on the ground here and be sure to stop at the base of the tree. When we are all there . . .” In the third group, someone tells the others: “It’s going to rain in a few minutes. Why don’t we go over there and sit under that huge apple tree. We’ll stay dry, and we can have fresh apples for lunch.” I am sometimes amazed at how many people try to transform organizations using methods that look like the first two scenarios: authoritarian decree and micromanagement. Both approaches have been applied widely in enterprises over the last century, but mostly for maintaining existing systems, not transforming those systems into something better. When the goal is behavior change, unless the boss is extremely powerful, authoritarian decree often works poorly even in simple situations, like the apple tree case. Increasingly, in complex organizations, this approach doesn’t work at all. Without the power of kings and queens behind it, authoritarianism is unlikely to break through all the forces of resistance. People will ignore you or pretend to cooperate while doing everything possible to undermine your efforts. Micromanagement tries to get around this problem by specifying what employees should do in detail and then monitoring compliance. This tactic can break through some of the barriers to change, but in an increasingly unacceptable amount of time. Because the creation and communication of detailed plans is deadly slow, the change produced this way tends to be highly incremental. Only the approach used in the third scenario above has the potential to break through all the forces that support the status quo and to encourage the kind of dramatic shifts found in successful transformations. (See figure 5–1.) This approach is based on vision—a central component of all great leadership.

Another important slide shows how the Blitzkrieg—or maneuver conflict—is the perfect tactical application of the OODA Loop. Boyd asks: How does a commander harmonize the numerous individual thrusts of a Blitzkrieg attack and maintain the cohesion of his larger effort? The answer is that the Blitzkrieg is far more than the lightning thrusts that most people think of when they hear the term; rather it was all about high operational tempo and the rapid exploitation of opportunity. In a Blitzkrieg situation, the commander is able to maintain a high operational tempo and rapidly exploit opportunity because he makes sure his subordinates know his intent, his Schwerpunkt. They are not micromanaged, that is, they are not told to seize and hold a certain hill; instead they are given “mission orders.” This means that they understand their commander’s overall intent and they know their job is to do whatever is necessary to fulfill that intent. The subordinate and the commander share a common outlook. They trust each other, and this trust is the glue that holds the apparently formless effort together. Trust emphasizes implicit over explicit communications. Trust is the unifying concept. This gives the subordinate great freedom of action. Trust is an example of a moral force that helps bind groups together in what Boyd called an “organic whole.

Over a three-month period in 1995, Holbrooke alternately cajoled and harangued the parties to the conflict. For one month, he all but imprisoned them at Wright-Patterson Air Force Base in Dayton, Ohio—a stage where he could precisely direct the diplomatic theater. At the negotiations’ opening dinner, he seated Miloševic´ under a B-2 bomber—literally in the shadow of Western might. At a low point in the negotiations, he announced that they were over, and had luggage placed outside the Americans’ doors. Miloševic´ saw the bags and asked Holbrooke to extend the talks. The showmanship worked—the parties, several of them mortal enemies, signed the Dayton Agreement. It was an imperfect document. It ceded almost half of Bosnia to Miloševic´ and the Serbian aggressors, essentially rewarding their atrocities. And some felt leaving Miloševicć in power made the agreement untenable. A few years later, he continued his aggressions in Kosovo and finally provoked NATO airstrikes and his removal from power, to face trial at The Hague. The night before the strikes, Miloševic´ had a final conversation with Holbrooke. “Don’t you have anything more to say to me?” he pleaded. To which Holbrooke replied: “Hasta la vista, baby.” (Being menaced by a tired Schwarzenegger catchphrase was not the greatest indignity Miloševic´ faced that week.) But the agreement succeeded in ending three and a half years of bloody war. In a sense, Holbrooke had been preparing for it since his days witnessing the Paris talks with the Vietnamese fall apart, and he worked hard to avoid repeating the same mistakes. Crucial to the success of the talks was his broad grant of power from Washington, free of micromanagement and insulated from domestic political whims. And with NATO strikes authorized, military force was at the ready to back up his diplomacy—not the other way around. Those were elements he would grasp at, and fail to put in place, in his next and final mission.

In the future that globalists and feminists have imagined, for most of us there will only be more clerkdom and masturbation. There will only be more apologizing, more submission, more asking for permission to be men. There will only be more examinations, more certifications, mandatory prerequisites, screening processes, background checks, personality tests, and politicized diagnoses. There will only be more medication. There will be more presenting the secretary with a cup of your own warm urine. There will be mandatory morning stretches and video safety presentations and sign-off sheets for your file. There will be more helmets and goggles and harnesses and bright orange vests with reflective tape. There can only be more counseling and sensitivity training. There will be more administrative hoops to jump through to start your own business and keep it running. There will be more mandatory insurance policies. There will definitely be more taxes. There will probably be more Byzantine sexual harassment laws and corporate policies and more ways for women and protected identity groups to accuse you of misconduct. There will be more micro-managed living, pettier regulations, heavier fines, and harsher penalties. There will be more ways to run afoul of the law and more ways for society to maintain its pleasant illusions by sweeping you under the rug. In 2009 there were almost five times more men either on parole or serving prison terms in the United States than were actively serving in all of the armed forces.[64] If you’re a good boy and you follow the rules, if you learn how to speak passively and inoffensively, if you can convince some other poor sleepwalking sap that you are possessed with an almost unhealthy desire to provide outstanding customer service or increase operational efficiency through the improvement of internal processes and effective organizational communication, if you can say stupid shit like that without laughing, if your record checks out and your pee smells right—you can get yourself a J-O-B. Maybe you can be the guy who administers the test or authorizes the insurance policy. Maybe you can be the guy who helps make some soulless global corporation a little more money. Maybe you can get a pat on the head for coming up with the bright idea to put a bunch of other guys out of work and outsource their boring jobs to guys in some other place who are willing to work longer hours for less money. Whatever you do, no matter what people say, no matter how many team-building activities you attend or how many birthday cards you get from someone’s secretary, you will know that you are a completely replaceable unit of labor in the big scheme of things.