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By:

Rahul Kulkarni

30 March 2025 at 3:32:54 pm

The Boundary Collapse

When kindness becomes micromanagement It started with a simple leave request.   “Hey, can I take Friday off? Need a personal day,” Meera messaged Rohit. Rohit replied instantly:   “Of course. All good. Just stay reachable if anything urgent comes up.”   He meant it as reassurance. But the team didn’t hear reassurance. They heard a rule.   By noon, two things had shifted inside The Workshop:   Meera felt guilty for even asking. Everyone else quietly updated their mental handbook: Leave is...

The Boundary Collapse

When kindness becomes micromanagement It started with a simple leave request.   “Hey, can I take Friday off? Need a personal day,” Meera messaged Rohit. Rohit replied instantly:   “Of course. All good. Just stay reachable if anything urgent comes up.”   He meant it as reassurance. But the team didn’t hear reassurance. They heard a rule.   By noon, two things had shifted inside The Workshop:   Meera felt guilty for even asking. Everyone else quietly updated their mental handbook: Leave is allowed… but not really. This is boundary collapse… when a leader’s good intentions unintentionally blur the limits that protect autonomy and rest. When care quietly turns into control Founders rarely intend to micromanage.   What looks like control from the outside often starts as care from the inside. “Let me help before something breaks.” “Let me stay involved so we don’t lose time.” “Loop me in… I don’t want you stressed.” Supportive tone.   Good intentions.   But one invisible truth defines workplace psychology: When power says “optional,” it never feels optional.
So when a client requested a revision, Rohit gently pinged:   “If you’re free, could you take a look?” Of course she logged in.   Of course she handled it.   And by Monday, the cultural shift was complete: Leave = location change, not a boundary.   A founder’s instinct had quietly become a system. Pattern 1: The Generous Micromanager Modern micromanagement rarely looks aggressive. It looks thoughtful :   “Let me refine this so you’re not stuck.” “I’ll review it quickly.”   “Share drafts so we stay aligned.”   Leaders believe they’re being helpful. Teams hear:   “You don’t fully trust me.” “I should check with you before finishing anything.”   “My decisions aren’t final.” Gentle micromanagement shrinks ownership faster than harsh micromanagement ever did because people can’t challenge kindness. Pattern 2: Cultural conditioning around availability In many Indian workplaces, “time off” has an unspoken footnote: Be reachable. Just in case. No one says it directly.   No one pushes back openly.   The expectation survives through habit: Leave… but monitor messages. Rest… but don’t disconnect. Recover… but stay alert. Contrast this with a global team we worked with: A designer wrote,   “I’ll be off Friday, but available if needed.” Her manager replied:   “If you’re working on your off-day, we mismanaged the workload… not the boundary.”   One conversation.   Two cultural philosophies.   Two completely different emotional outcomes.   Pattern 3: The override reflex Every founder has a version of this reflex.   Whenever Rohit sensed risk, real or imagined, he stepped in: Rewriting copy.   Adjusting a design.   Rescoping a task.   Reframing an email. Always fast.   Always polite.   Always “just helping.” But each override delivered one message:   “Your autonomy is conditional.” You own decisions…   until the founder feels uneasy.   You take initiative…   until instinct replaces delegation.   No confrontation.   No drama.   Just quiet erosion of confidence.   The family-business amplification Boundary collapse becomes extreme in family-managed companies.   We worked with one firm where four family members… founder, spouse, father, cousin… all had informal authority. Everyone cared.   Everyone meant well.   But for employees, decision-making became a maze: Strategy approved by the founder.   Aesthetics by the spouse.   Finance by the father. Tone by the cousin.   They didn’t need leadership.   They needed clarity.   Good intentions without boundaries create internal anarchy. The global contrast A European product team offered a striking counterexample.   There, the founder rarely intervened mid-stream… not because of distance, but because of design:   “If you own the decision, you own the consequences.” Decision rights were clear.   Escalation paths were explicit.   Authority didn’t shift with mood or urgency. No late-night edits.   No surprise rewrites.   No “quick checks.”   No emotional overrides. As one designer put it:   “If my boss wants to intervene, he has to call a decision review. That friction protects my autonomy.” The result:   Faster execution, higher ownership and zero emotional whiplash. Boundaries weren’t personal.   They were structural .   That difference changes everything. Why boundary collapse is so costly Its damage is not dramatic.   It’s cumulative.   People stop resting → you get presence, not energy.   People stop taking initiative → decisions freeze.   People stop trusting empowerment → autonomy becomes theatre.   People start anticipating the boss → performance becomes emotional labour.   People burn out silently → not from work, but from vigilance.   Boundary collapse doesn’t create chaos.   It creates hyper-alertness, the heaviest tax on any team. The real paradox Leaders think they’re being supportive. Teams experience supervision.   Leaders assume boundaries are obvious. Teams see boundaries as fluid. Leaders think autonomy is granted. Teams act as though autonomy can be revoked at any moment. This is the Boundary Collapse → a misunderstanding born not from intent, but from the invisible weight of power. Micromanagement today rarely looks like anger.   More often,   it looks like kindness without limits. (Rahul Kulkarni is Co-founder at PPS Consulting. He patterns the human mechanics of scaling where workplace behavior quietly shapes business outcomes. Views personal.)

The Angry Young Man of Congress

Updated: Oct 21, 2024

The Angry Young Man of Congress

Maharashtra Pradesh Congress Committee President Nana Patole has hit the headlines yet again. Generally, whenever he is in headlines, he is angry and is mad at someone. The difference this time was that he angered Shiv Sena MP and spokesperson Sanjay Raut so much, so that Raut went mad at Nana asking the Congress leadership to keep Patole away from seat sharing talks.


However, this is not the first time that they both have locked horns. In 2021, the year when Patole was made the MPCC Chief by the party leadership, he had hit headlines by stating that his party shall contest the next elections on its own and shall have a Congress worker as a Chief Minister. Raut, who is also the Executive Editor of his party’s mouthpiece Saamna, had written an editorial saying that Patole was overconfident when he made the statement about the power of the Congress in the state.


Patole is accused of being authoritarian and several leaders in the state Congress have raised complained against him with the party high command over past four years. Yet, he enjoys the confidence of the party high command who haven’t moved him away from the post. Probably the reason for that Patole’s grass root connect and that he had been a staunch Congress loyalist though he spent a few years in the BJP and hit national headlines by speaking against PM Narendra Modi when none dared to do so.


Nana, who belongs to agrarian Kunbi community from Suki village of Sakoli taluka of Bhandara district, had a humble start in the Zilla Parishad in 1990 as a Congress member. After the formation of the Nationalist Congress Party (NCP) his arch rival within the party, Praful Patel, went away making way for Nana’s ambition to become an MLA. After becoming MLA twice, in 1999 and 2004, Patole’s ambitions grew. However, he realised that he has little space in the state politics since the Congress and the NCP were in alliance and Patel was taking all the shots as far his home district was concerned. He then switched to BJP and got elected to the parliament in 2014. However, there too he realized that he stands little scope and he started criticising the top leadership of the party before quitting it in 2017.


Though he couldn’t keep his home turf in the bypolls, he won the assembly elections. He was made the Speaker of the assembly in 2019. He distasted the position and resigned from the post to join active politics in 2021, since when he is the MPCC president.


Under Patole’s leadership the party’s performance has been the best compared to past decade, and probably that is the reason why he appears to be the most favoured by the party high command. Even though differences with the Shiv Sena (UBT) over seat sharing are settled as of now, he is unlikely to dilute his stand and let anyone get bigger share of seats in Vidarbha, which is his best bet as of now.

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