Three ideas. Take what's relevant.
1. Metrics
“Should we implement NPS surveys?” a client at a startup asked.
I said it depends on what you're going to do with the score.
If it’s just a vanity metric to show the executive board, you have more valuable things you can report.
NPS earns its place only when there's a plan attached: who reads the results, what triggers a follow-up call, what changes because of it.
No plan? Skip the survey for now.
2. Confidence
A micromanager chips away at your confidence, and it's rarely about you. It's about their own anxiety in their role.
If you experience this type of management then start with what you can control.
Speak up early. Talk through projects, deadlines and next steps with colleagues in places your manager will witness it.
Set the check-in rhythm yourself. "To keep our days uninterrupted, I'll send you a summary at the end of each day." You've protected both of your time.
Bring specific problems only they can solve. Say what you've already tried, exactly where you're blocked, and how you think they can help. That shifts it from them hovering over your work to valid collaboration.
Over time you’ll notice micromanaging reduces. If not, then it’s time to tackle an open conversation about the impact.
3. Handover
Before leaving for paternity leave, my client declared, "I want to do a good handover, because I've been on the receiving end of a non-existent one and it pissed everyone off!"
A valuable handover includes the “why” not just the “what”.
Share the details that are important and share your unique knowledge on what you predict will happen and how you would handle it.
That's the part that walks out the door with you otherwise, and it's the part your colleagues need.
If you need more detailed advice, read about my coaching style, hear direct from my clients, and book in a discovery call to see if we’re a good match.
