My Boss is a Control Freak – What Can Help?

A boss who controls every detail can make work frustrating. When every decision is questioned and every step monitored, autonomy feels impossible. But why do some leaders struggle to let go?

At its core, micromanagement stems from a lack of trust—something that isn’t automatic but built over time. Yet many workplaces see trust as all or nothing, ignoring that it grows through consistency and reliability.

So how do we change that?

In "From Nothing Comes Nothing," my latest monthly column for Kölner Stadt-Anzeiger, I explore how trust is earned, why control often replaces it, and what it takes to turn micromanagement into real collaboration.

"Baba, this screen time thing is so annoying! Why don’t you just trust me?"
Not a day goes by without my son complaining about our decision to limit his smartphone usage. Why don’t we trust him? Because every experiment, every day without restrictions, has led to excessive screen time. Given his age and maturity, he is simply not yet capable of self-regulation.

The workplace is no different. Everyone demands trust, yet few are willing to give it. A lack of trust leads to micromanagement—endless meetings, an unwillingness to delegate decisions, and ultimately, a dysfunctional team. No company can sustain high performance without trust. Every CEO—whether in a DAX corporation, Silicon Valley, or German mid-sized businesses—preaches about trust. Yet trust remains abstract, often discussed in vague terms rather than approached systematically. Many people mistakenly believe trust either exists or it doesn’t—a binary state of zero or one, black or white.

As both a medical doctor and a leader, I look beyond symptoms to find root causes. That’s the only way to improve systematically. Sustainable trust must be continuously earned—through consistency between what we say and what we do, between what we plan and what we deliver. Even a child’s fundamental trust in their parents is based on this consistency.

The German language has a unique term: "Vertrauensvorschuss," which roughly translates to "credit of trust." I have yet to find an equivalent term in any other language. It describes the idea that every relationship starts with a certain level of trust that has not yet been earned.

Why would I go on a date with a complete stranger? Why would I apply for a job at a company I’ve never worked for? Why would I allow a new employee to work remotely right away? All of these decisions rely on a credit of trust. I love this term—and the German language in general—for its precision. A "credit" is just that: a starting point, not a guarantee. The term is not "fundamental trust." A credit must be repaid—or, in this case, earned.

So, if your boss is a control freak, the key question is: How do we earn trust?
For me, the answer is simple: consistency between what we say and what we do. Overpromising and underdelivering is a recipe for failure—something we see all too often in politics.

If my son tells me, "I'll stop after an hour," and actually follows through, my trust in him grows—but only in that specific context, not necessarily when it comes to finances. The same applies at work. If, despite your best efforts, your boss’s behavior doesn’t change, you can address it directly and encourage them to give you more trust.

The best mental model for this is a trust battery. It’s not simply at 0% or 100%—it fluctuates. No relationship starts without some degree of trust. But over time, the battery must be charged to sustain a healthy working relationship. Building trust requires transparency and consistency—both essential for successful collaboration.

As with everything in life: From Nothing Comes Nothing