Elizabeth Rimmer
Most people don’t mean to micromanage. It often starts with wanting to get things right and can also reflect a manager’s lack of confidence in their own abilities.
But if you’re on the receiving end, it can feel very different.
You might recognise it. A manager who checks everything before it goes out. Being asked to copy them into every email. Having work changed without explanation. Needing approval for decisions you would expect to make yourself.
These may not be a big deal on their own. But they can build up and start to affect how you feel and how you work.
Why it can be hard to spot
Micromanagement in the legal sector is not always obvious. It often takes the form of small, repeated actions.
Because of this, people don’t always recognise it straight away. Instead, they may start to question themselves. Am I doing this wrong? Should I be asking for more help? Is this just how things are done here?
In a sector where standards are high, it’s not always easy to tell when support starts to feel like too much control.
So why does it happen?
Legal work comes with a lot of pressure, so it’s not surprising that some managers want to stay very closely involved.
There are a few common reasons for this:
- wanting to maintain high standards
- worrying about mistakes
- working to tight deadlines
- being used to a culture where mistakes are criticised
- managing teams remotely and wanting to stay involved
Another factor is that many people move into management roles without much training. Without support, it can be difficult to know how to manage others without becoming too involved.
The impact on people
Micromanagement can affect how you feel about your work, your confidence and your overall wellbeing. When you are being constantly checked, it can make you feel you are not trusted. You might start to:
- worrying about mistakes
- working to tight deadlines
- being used to a culture where mistakes are criticised
- managing teams remotely and wanting to stay involved
It can also affect the wider team. When people feel watched, rather than supported, they are less likely to speak up or share ideas.
The legal profession relies on people using their judgement and thinking clearly. These are not things people can easily do when they are being micromanaged.
People tend to do their best work when they understand what is expected, feel trusted to get on with it, and know they can ask for support if they need it.
Things to think about as a manager
If you manage others, it might be worth asking yourself:
- Am I giving people space to do their work?
- Do I trust them to make decisions without checking with me?
- Do I focus on results, or do I check every step?
- Am I making changes because something is incorrect, or just because I would do it differently?
- Do I give positive feedback, or do I tend to focus on what’s gone wrong?
The good news is that small changes can make a big difference. Stepping back slightly, being clear about what is needed and by when, and giving people more space can help build trust and confidence. It’s also important to let people work in their own way, as long as the work is accurate and meets the standard. Make sure your feedback highlights what’s going well, not just what needs to change.
Next steps
If any of this feels familiar, you can read LawCare’s guide to micromanagement, which looks at what it is, why it happens, and how to avoid it.
Read the full guide here: Avoiding the micromanagement trap
You can also contact LawCare for free, confidential support if pressures at work are affecting your mental health or wellbeing. Call 0800 279 6888, email support@lawcare.org.uk or use the live online chat on the LawCare website (www.lawcare.org.uk).
FAQ’s
1. What is micromanagement in the workplace?
Micromanagement happens when managers become overly involved in small details of an employee’s work, often limiting independence and decision-making.
2. Why does micromanagement happen in law firms?
High standards, pressure to avoid mistakes, tight deadlines and limited management training can all contribute to micromanagement in legal workplaces.
3. How can micromanagement affect wellbeing?
Being constantly checked or monitored can reduce confidence, increase stress and make people feel they are not trusted.
4. Can micromanagement affect team performance?
Yes. Teams are less likely to share ideas, use initiative or speak openly when they feel watched rather than supported.
5. How can managers avoid micromanaging?
Clear expectations, trusting employees to work independently, and giving balanced feedback can help managers support teams without excessive control.