Believes thatteam membersnever takeinitiative orcome up withnew ideasRoutinely asksemployees tostop their workto take care ofemergencyworkHas anunusuallyhigh turnoverofemployeesContinuallymonitors thebehavior andactivities ofemployees to seewhat they areworking onMeasuresandmonitorseverythingInsists thatall workprocessesaredocumentedDiscouragesindependentdecision-makingLooks at everydetail ratherthan focusingon the biggerperspectiveAsks forfrequentupdatesPrefers tobe cc'd oneveryemailCommunicateswith employeesoutside ofbusiness hoursvia textIs rarelysatisfiedwithdeliverablesFeels that if atask is to bedone right,they should doit themselvesTakes on therole of theproject manager,even when onehas alreadybeen assignedDoesn't allowemployees toattendmeetings ontheir behalfRevises thework ofemployeesafter it hasbeen finishedFeels that if atask is to bedone right,they should doit themselvesResistsdelegatingworkoverlyinvolvedFinds thatteammembersare usuallydemotivatedSuggestsunrealisticexpectationsanddeadlinesRequiresweekly andmonthly activityreports fromevery employeeBecomes irritablewhen decisionsare madeindependentlywithout their inputFocuses onunimportantdetailsBelieves thatteam membersnever takeinitiative orcome up withnew ideasRoutinely asksemployees tostop their workto take care ofemergencyworkHas anunusuallyhigh turnoverofemployeesContinuallymonitors thebehavior andactivities ofemployees to seewhat they areworking onMeasuresandmonitorseverythingInsists thatall workprocessesaredocumentedDiscouragesindependentdecision-makingLooks at everydetail ratherthan focusingon the biggerperspectiveAsks forfrequentupdatesPrefers tobe cc'd oneveryemailCommunicateswith employeesoutside ofbusiness hoursvia textIs rarelysatisfiedwithdeliverablesFeels that if atask is to bedone right,they should doit themselvesTakes on therole of theproject manager,even when onehas alreadybeen assignedDoesn't allowemployees toattendmeetings ontheir behalfRevises thework ofemployeesafter it hasbeen finishedFeels that if atask is to bedone right,they should doit themselvesResistsdelegatingworkoverlyinvolvedFinds thatteammembersare usuallydemotivatedSuggestsunrealisticexpectationsanddeadlinesRequiresweekly andmonthly activityreports fromevery employeeBecomes irritablewhen decisionsare madeindependentlywithout their inputFocuses onunimportantdetails

Micromanagement bingo - Call List

(Print) Use this randomly generated list as your call list when playing the game. There is no need to say the BINGO column name. Place some kind of mark (like an X, a checkmark, a dot, tally mark, etc) on each cell as you announce it, to keep track. You can also cut out each item, place them in a bag and pull words from the bag.


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  1. Believes that team members never take initiative or come up with new ideas
  2. Routinely asks employees to stop their work to take care of emergency work
  3. Has an unusually high turnover of employees
  4. Continually monitors the behavior and activities of employees to see what they are working on
  5. Measures and monitors everything
  6. Insists that all work processes are documented
  7. Discourages independent decision-making
  8. Looks at every detail rather than focusing on the bigger perspective
  9. Asks for frequent updates
  10. Prefers to be cc'd on every email
  11. Communicates with employees outside of business hours via text
  12. Is rarely satisfied with deliverables
  13. Feels that if a task is to be done right, they should do it themselves
  14. Takes on the role of the project manager, even when one has already been assigned
  15. Doesn't allow employees to attend meetings on their behalf
  16. Revises the work of employees after it has been finished
  17. Feels that if a task is to be done right, they should do it themselves
  18. Resists delegating work
  19. overly involved
  20. Finds that team members are usually demotivated
  21. Suggests unrealistic expectations and deadlines
  22. Requires weekly and monthly activity reports from every employee
  23. Becomes irritable when decisions are made independently without their input
  24. Focuses on unimportant details