Page "Micromanagement" Paragraph 19

Finally, the detrimental effects of micromanagement can extend beyond the " four walls " of a company, especially when the behavior becomes severe enough to force out skilled employees valuable to competitors: Current employees may complain about micromanagement in social settings or to friend-colleagues ( e. g., classmates and / or former co-workers ) affiliated with other firms in a field.

Outside observers such as consultants, clients, interviewees, or visitors may notice the behavior and recount it in conversation with friends and / or colleagues.

Most harmfully to the company, forced-out employees, especially those whose advanced skills have made them attractive to other companies and gained them immediate respect, may have few reservations about speaking frankly when answering questions about why they changed employers ; they may even make affirmative efforts to " badmouth " their former employer in an attempt at venting or revenge.

The resulting damage to the company's reputation may create or increase insecurity among management, prompting further micromanagement among managers who use it to cope with insecurity ; such a feedback effect creates and perpetuates a vicious cycle.