If there is one management style that gets consistently criticised, it's micro-management.  It’s said to be the hallmark of a bad boss, a lack of trust, a failure to lead. But that’s simply not true. 

Micro-management is a perfectly valid technique, when used in the right context. Like all leadership styles, the key lies in when and how you apply it. 

Have you ever started a new job and found that no one really knew why you were there, what you were supposed to be doing, or even how things worked? It happens far more often than you might think. It’s happened to me more than once. 

You’re hired for your skills, and the assumption is that you’ll magically know what to do, who to do it with, what the outputs should be and how the company operates. That’s a recipe for frustration and underperformance. 

This is when micro-management comes into its own. 

A good manager will guide you closely, not to control you, but to give you a clear direction, set objectives, and help you perform against them. That support makes all the difference. 

The best micro-managers also know when to stop. As you grow into the role, they step back gradually, giving you room to take ownership, but only after they’ve helped you build the understanding and confidence to do so. 

So yes, micro-management can be good for you. 

It’s not about meddling. It’s about making sure people don’t fail simply because they weren’t shown how to succeed.