Micromanagers tend to think that managing is all about pointing out the mistakes of their subordinates, making minor decisions for them and, in some cases, even doing their thinking for them. While this kind of behavior makes micromanagers feel like they’re in control, in reality it actually undermines their success for two very important reasons: First, employees resent being micromanaged and react by applying less effort toward performing their jobs, stop making suggestions on how to improve things and, the better performing employees eventually move on. All this goes to lower the performance numbers against which a micromanager is evaluated. Second, micromanagers send a very clear message to the managers above them that they are not ready to manage at the next level because they haven’t learned how to delegate or empower their subordinates. The lesson here is if you want to move up in the managerial ranks, avoid micromanaging like the plague. Instead, get to know your subordinates, empower them and then get out of the way and give them the opportunity to make you a successful manager.