Helicopter boss: Are you one or do you work for one?
You’ve probably heard the term ‘helicopter parent’ used to describe someone who, essentially, over-parents. It should come as no surprise then that helicopter boss is a newer term used to describe a boss who micromanages. The rise of remote and hybrid work arrangements in recent years has certainly brought its fair share of challenges for managers, and not all of them respond in the most productive ways. In this Pacific Prime UK article, we take a closer look at what it means to be a helicopter boss and how to tell if you’ve become one.
What is a helicopter boss?
Anyone who’s ever complained “my boss is constantly checking on me” knows firsthand what it’s like to work with a person who has a helicopter leadership style. Unfortunately, many managers feel the need to watch over and constantly control their employees to ensure they’re working and focused. Helicopter bosses (also known as helicopter managers) seem to have one main goal: to micromanage their team.
This helicopter management style isn’t restricted to in-person interactions either, as remote helicopter bosses are on the rise. In fact, company leaders may question their teams even more when working remotely. A Harvard Business Review study revealed that 21% of remote workers felt their supervisor constantly evaluated their work. Similarly, almost 40% of managers felt workers weren’t as productive when working remotely.
Leading remote teams can be difficult for some managers, especially if they already question their team’s abilities or have insecurities about performance. What’s more, those who are familiar with traditional tools and workspaces may find it even more challenging. Nonetheless, helicopter management styles can make work more stressful, tiring and overwhelming for everyone involved.
Traits of a helicopter boss
Leaders who are helicopter managers or remote helicopter bosses tend to constantly check in on employees (i.e. through email, calls or texts) and overwhelm staff with unnecessary meetings (both virtual and in-person) – to name a few. Whether it’s relaying excessive instructions or asking for regular updates, helicopter bosses often leave their workers feeling unproductive, unmotivated and disconnected. Over time, teams can become dysfunctional and divided, ultimately affecting the organisation as a whole.
Micromanaging often boils down to trust. When you micromanage someone, you probably believe that you cannot trust them to perform properly without your input or presence. Employees can feel this distrust and may end up losing self-confidence as a result. Either way, micromanaging your team is a surefire way to decrease employee morale and creativity, as well as hinder productivity and growth.
Are you a helicopter boss?
Now that you’re aware of what a helicopter boss is, you may be wondering if you’re guilty of this leadership style. Here are some questions you can ask yourself to find out.
- Do I spend most of my day away from my desk? Checking in on employees and offering advice is part of being a manager, but spending the majority of your day looking over someone else’s shoulder could be a sign of micromanaging tendencies that you can start mending by, quite literally, stepping away.
- Is productivity suffering? If employee productivity is low, there’s a high chance that micromanaging is to blame. After all, it’s difficult to stay productive and motivated when you’re constantly being questioned or watched.
- Is employee morale consistently low? Micromanagement leadership styles can severely impact employee morale in any setting. Consider whether your staff may be lacking interest in their work due to the lack of autonomy that comes with a helicopter manager.
- Is the turnover rate exceptionally high? Employees who feel micromanaged and as though their boss is breathing down their necks are likely to look for other job opportunities with trusting employers who are confident in their staff’s ability to perform their job efficiently.
- Are you burnt out? Feelings of anxiety, overwhelm and exhaustion can suggest that you ought to step back and give employees more autonomy. Don’t give into the urge to micromanage teams and check in with them on occasion instead.
Did you answer yes to one or more of the above questions? If so, it’s time to examine your management style to see whether you’re truly a helicopter boss – and take steps to correct it if you are. Whether you’re managing an in-office or remote team, management skills are not something that you develop overnight. But, with the right tools, skills and strategies, you can only get better with time.
Further reading: How can employers tackle corporate burnout?
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Jantra curates and reports on the results of Pacific Prime’s monthly newsletters, as well as manages Pacific Prime’s Deputy Global CEO’s LinkedIn posts. Complemented by her background in business writing, Jantra’s passion for health, insurance, and employee benefits helps her create engaging content - no matter how complex the subject is.
Growing up as a third-culture kid has given her a multicultural perspective that helps her relate to expats and their families while 8 years of working remotely have given her unique insight into hybrid work arrangements and enthusiasm for employee benefits.
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