Micromanagement – the consultant´s major turn-off


I had previous experience working as a contractor consultant for one eight-figure company that delivers its services worldwide.

My role was being the right hand to the owner and the other three board members in that company. I managed 50+ contractors from various fields. The initial arrangement was that I’d have free rain in resource management, personnel organization and project management. That was one of my non-negotiable terms to enter that business cooperation.

In the start, everything looked flawlessly, working in a highly dynamic environment and without exaggeration with “the best of the best” in the business niche.

The problem arose when the owner decided to tangle with micromanagement, especially in the fields where he has a major lack of knowledge and experience.

Me being me, I have addressed those facts and ask from him if he can stand aside without micromanaging what he does not know. He understood what he was doing, but that did not stop him from continuing with it.

The fact is that “You can’t teach an old horse new tricks”, and without further ado, I decided to resign.

That job experience was excellent, people were terrific, financial compensation was “as in a dream”, but my stay would be against my beliefs, so I decided to leave that position. Surely, I helped my successor in onboarding, and I was available to the company for all the support they needed.

Today, I have excellent communication and contact with the same company, but from a different perspective.

The point is to be precise and transparent with your non-negotiables and act according to your conscience if you see a violation of the initial arrangement.


Filip Zolota