Having a helicopter manager can bring you down. It’s exhausting to have a boss who constantly monitors you, requires you to check in all the time, and takes away your authority to make decisions. This sort of micromanagement can lead to decreased employee morale, lower productivity, and reduced job satisfaction, according to experts.
“Whether intentional or not, helicopter managers send clear signals that they do not trust their direct reports and are concerned about the work getting done correctly,” says Matthew Owenby, chief strategy officer and head of human resources at Aflac. “Helicopter managers can often exacerbate burnout by making employees feel that they are not respected, their time is not valued, and they are not given any autonomy at work. This can quickly lead to demoralization and disengagement.”
It’s a growing problem, as many leaders appear to be increasing monitoring in the workplace. Owl Labs’s 2024 State of Hybrid Work Report found that 46% of workers reported that their company added or increased employee productivity and monitoring software in the past year. “This has, in part, contributed to the rise in workplace anxiety as 43% of employees say their stress levels increased compared to last year, while 55% of managers say they are more stressed than ever,” says Frank Weishaupt, CEO of Owl Labs.
If you’re dealing with a helicopter manager, here are a few things experts suggest you can do:
Create an accountability plan
The first step is to have a direct conversation about expectations and deliverables. “I recommend focusing on establishing clear goals and metrics to shift the conversation from hours worked to results achieved,” says Weishaupt. “The goal is to shift the focus from constant surveillance to a results-oriented approach.”
It’s important to set outcome-based benchmarks that give both employees and helicopter managers confidence that expectations are being met or exceeded, he explains. “This framework outlines key deliverables and success metrics that are agreed upon,” continues Weishaupt. With this understanding in place, your manager may reduce the need to hover.
To start this conversation, Weishaupt suggests saying something like: “I’m committed to our team’s success and wonder if we might explore setting outcome-based benchmarks that would give both of us confidence that I’m meeting or exceeding expectations. I’d be happy to draft a proposed framework for my role that outlines key deliverables and success metrics we could review together.”
Ask for feedback
While your boss may have good intentions, their attitude is likely giving their reports the impression they are not trusted, or making them insecure about their abilities, says Vanessa Matsis-McCready, associate general counsel and vice president of HR Services with Engage PEO. Directly asking your boss for feedback can strengthen the accountability dynamic and cause them to lighten up. During your next check in, try asking for feedback on areas where you can improve, says Matsis-McCready.
It’s also important to demonstrate that you are open to feedback. “When you ask good questions, your manager may not feel the need to hover as much,” explains Amy Morin, a psychotherapist and the author of 13 Things Mentally Strong People Don’t Do.
A sample script, per Morin, could sound like this: “I want to make sure that I meet your expectations with this task. Can you share any feedback you have so far so I can make sure I’m on track and so we can address any concerns up front? I’d also like to hear your input on how you’d like to devise a plan for me to keep you updated moving forward.”
This exchange may facilitate a calmer approach. “Avoid pushing back on their management style,” cautions Morin. “Instead, show that you’re looking for guidance and you’ll alleviate a lot of their fears.”
And when you do get criticism, it’s important to remain diplomatic. “Avoid disagreeing with feedback even if it doesn’t sound quite right,” says Morin. “If you argue, you’ll appear defensive and they’re more likely to hover.”
Proactively communicate
If you take a preemptive approach to keeping your boss in the loop on your progress, this could lead to less monitoring. “Increasing the number and frequency of status reports or creating a weekly meeting, followed by a written summary of the discussion with action items and focus areas, will demonstrate to some helicopter managers that the direct report is getting their work done and managing their time successfully,” says Owenby.
Seek out additional training
Another thing to discuss with your boss is whether there are additional training opportunities you can pursue. Not only can these classes or training sessions boost your career, they can help increase your boss’s confidence in your skill set. Approach the training with enthusiasm, and your manager may allow more autonomy and independence.
No comments