Most leaders would agree they don’t want to be considered a micromanager, and few would actually identify as such; however, everyone wants to have some sense of control over the work being done. Often this is dismissed as being “hands-on” or “holding team members to a high standard,” but much more likely this tendency for managers to involve themselves in every aspect of their teams' work is due to stress. Stressed managers feel like they don’t have a good handle on things, so they tighten their grip on everything, often killing creativity, driving down performance, and even harming themselves and others physically. All creative ideas come from a unique, new place. They are untested, and might even seem crazy. If a manager’s grip on operations is too tight to allow for experimentation, creativity will surely become a casualty. Additionally, micromanaging tells team members their judgment isn’t trusted, and when employees don’t feel trusted, they don’t work to their highest potential. Micromanagers can also force team members to leave, further driving down productivity. Ultimately, the lack of autonomy a micromanaged work environment creates can be detrimental to both a manager’s and an employee’s health.