These are micro managers, and they are one of worst things that can happen to an organization. A micro manager can start with an excellent team of incredible producers and change them into a useless group of disorganized, unmotivated, complainers.

I've worked for micro managers before and it's always been a miserable experience. One was a man named Gary. This "manager" was owner of company, and seemed to always be hovering over my shoulder, demanding to know what I was doing and making "suggestions", giving orders and sometimes just jumping in and doing work himself.

Working for Gary was one of most miserable experiences of my career, especially because his micro managing tendencies got worse as time went on. He would show up at client meetings totally unprepared, make comments at meetings that had nothing to do with anything, and had to approve every penny of expenditure.

Worse yet, when something went wrong it was funny how no one was responsible, lest of all him. He would just jump in and "fix it" (usually making it worse) and have this air about himself silently saying "I knew I couldn't trust you guys".

His "know it all" attitude cost us at least one major client and several contracts. Those of us who worked for him (and it was clear that we worked for him) were afraid to make any mistake lest it be driven into ground, and dreaded days when he decided he "had to take a look at what we were doing" to "be sure we were doing it right".

Sigh. Finally I wised up and moved elsewhere. I learned that trying to work with a micro manager is a futile waste of time - there is no such thing as "working with them" and they do not even understand concept.

So what are signs of a micro manager?

Constantly checking up on your team members - The micro manager has a need to be behind everyone's back at all times. He or she wants to know what their team mates are doing at all times, and will correct even smallest thing without hesitation. Micro managers tend to hover around their team members, making sure that everything is "done right".

A good manager hires and trains people such that they are intelligent and motivated enough to get their jobs done. There is virtually never a need to treat people like robots - treat them like intelligent human beings.

Demanding to be a part of all meetings involving your team members - Micro managers insist on being part of every meeting, no matter how unimportant, so they can be sure they can control what's happening. In those meetings, you can count on a barrage of constant comments, questions and orders from this manager on most trivial of subjects.

Better managers understand that they have team members who know what they are doing and allow them to do what is necessary without a constant need to know every detail. It's surprising sometimes, but most people want to do a good job and will thrive if given opportunity.

Constantly scheduling meetings to "know what's going on" - Not only does micro manager want to be a part of every single meeting, he wants to schedule lots and lots of meetings. This gives him plenty of opportunities to correct all of issues "before they become problems".

Perhaps most unneeded and useless type of meeting is "weekly status meeting" which involves all of members of a team. Good managers communicate so well with their team members that they always know what's going on and thus do not need these types of status meetings at all. When they do have them, purpose is more to let their team members know what's happening instead of other way around.

Inviting lots of people to meetings which are scheduled often - Micro managers usually have no idea what they are doing, and thus don't know who needs to be at a meeting. Thus, they tend to invite everyone on their teams, and anyone else that they think might want to be involved.

All of these people, books, magazines, articles and courses had many bits of advice and so-called "facts". Many managers seemed to believe employees are greedy SOB's, wanting only money and vacation time. Others believe it's one minute pats on back that keeps people going and still others don't think question is important at all.

None of them had anything close to answer. In fact, virtually all of these so-called experts were looking in entirely wrong place. They were almost unanimous in their belief that company was "king" and doled out rewards and niceties like some benevolent god (or goddess). The company was king and employees were subservient.

Hogwash.

One day I looked around my own office and gazed on my own people, and realized answer was much closer to home than I had imagined. In fact, answer was staring me straight in face.

My people are highly motivated, they out-produce anyone else that I could compare them to, and they always come through when they are needed. In fact, I've never seen a group of more highly motivated people anywhere.

So what are secrets? After much thought, here are some of things I've realized that a true manager, a real leader, does in order to build and maintain an incredibly motivated group of people.

Stay in communication - Believe it or not, number one thing that motivates people to work is not money or time off or anything like that. No, it's something much more simple, and something totally free.

Just keep communicating with them. Talk to them openly and honestly. Discuss their goals and objectives, and your thoughts on how they should build their careers. Don't hide problems in workplace - talk about them. Tell them how they fit into organization, and discuss their performance.

By communicating you show them how they fit in, tell them what they can do to help, and explain how they can achieve their own goals. They will learn what you expect and dislike, and will fit better into organization.

Most important of all, your employees will feel comfortable with you and organization, and as long as you are honest they will be more willing to follow your directions.

Keep your word - I had a boss once, named Gary, who made many promises. He said he wanted to create a big company. At that time we needed to "tough it out", but he'd be sure to see that we got our reward when time was right. When company got bigger and more profitable, we'd all see more money. Gary said he would be sure we all received proper rewards for our hard work.

Sigh. I was young and dumb and believed (hook, line and sinker) lies of this man, my old boss. I worked long hours (60 to 80 per week) and sacrificed virtually everything for a half dozen years of my life (if a person lives to 60 a half dozen years is 10% of his life) for dream.

One time I worked myself almost to death, doing an incredible job of analyzing a client's needs, writing up an awesome proposal, and actually getting them to sign contract. The most embarrassing thing was I kept having to apologize for Gary - he was not impressing them at all. But they believed in me and signed contract because I was one who presented it.

Now, I was VP of consulting, not a salesman. Selling was Gary's job, but he lost this contract from get-go. He was completely incapable of making that sale. Yet, when I approached him for a small piece of pie (I just wanted 1%), he said "no". He explained I was paid a salary and thus was not entitled to more compensation. The fact that I was not a salesman, fact that I did his job, fact that I put in a month of 90 hour weeks - none of that was important to Gary.

I learned at that time that word of this "man" was worth paper it was written on (it was an oral agreement).

And I learned most important lesson of my life: keep your word. It does not matter what it costs, if you make a promise, then you keep it. If you believe there is a chance you cannot keep your word, then don't make it (or make it clear it is dependent on something else).

Keeping you word is highly motivating to your employees. Not keeping your word will cause them to look elsewhere (which is what I did). This is a direct cause and effect relationship.

Fairness - Want to destroy your organization and totally demoralize your people? Just be unfair with them. Treat people unequally and they will quickly turn against you. At best, they will be unwilling to take necessary risks and will work hard to "cover their behinds" instead of doing what's important - their jobs.

On other hand, if you are fair you will find them to be willing to work as hard as you want. They will go extra mile for you and your company.

Fairness means thanking them when they have done a good job, and disciplining when necessary. Treat people with respect and give them what they are due.

On other hand, slackers and people who are malicious need to be treated with appropriate harshness. Don't ever put up with anything but best that people are capable of.