The Micromanaging Board: Let’s Talk About What’s Really Going On

Micromanaging boards get labeled as “difficult” pretty quickly.

Sometimes that’s fair. A lot of times, it’s not the full story.

Most boards are not trying to control everything. They are trying to feel confident that things are on track.

So instead of asking, “How do we get them to stop?” I usually ask:

What’s making it hard for them to let go?

What’s usually underneath it

In my experience, it’s some mix of:

• “I don’t feel like I can see what’s happening”
• “I’m not sure where my role ends”
• “I don’t want us to miss something important”
• “Last time we trusted this, it didn’t go well”

That’s not control. That’s uncertainty.

A situation that looked like control… but wasn’t

I worked with a board that wanted to approve everything. Event details, program choices, even small wording decisions.

It slowed everything down and frustrated staff.

But when we talked it through, the issue was simple. They didn’t feel like they had a clear view of results.

So they stayed close to the work to fill in the gaps.

Once we fixed the visibility piece, the behavior changed.

And yes, boards do this to committees too

This is the part that gets overlooked.

A committee is formed. They do the work. They bring it back. And then the board… redoes it.

Or questions every detail.

Or sends it back with vague feedback.

Same root issue. Not enough clarity about:

• What the committee actually owns
• What the board is supposed to weigh in on
• What a “good” outcome looks like

So the board hovers.

How you actually fix it

You cannot fix micromanagement by asking for trust. You build systems that make trust easier.

Make the work visible.
Clear, simple reporting goes a long way. Progress, outcomes, risks. That’s what boards need.

Be clear about who decides what.
Who has the final say? Board, staff, committee. Spell it out.

Create predictable updates.
If people know when they will get information, they stop asking for it constantly.

Set committees up properly.
If a committee is doing the work, define whether they are deciding or recommending.

The shift that changes everything

Micromanagement usually fades when people feel informed and clear on their role.

Most boards don’t actually want to be in the weeds.

They just don’t want to feel in the dark.

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