I look at it a bit less negatively. I think there are people who believe in micro-management. Most micro-managers don&#x27;t think of themselves as such, but it isn&#x27;t really up to them.<p>IMO you know you are looking at micro-management when negative outcomes are dominated by decision fatigue on the part of the micro-manager. I call it decision fatigue because I generally assume my manager is a smart guy.<p>A micro-manager&#x27;s first instinct is to find something to change whether it is needed or not. Don&#x27;t give it to them. Make them ask questions and work through the problem themselves. If they are allowed to skip to the end you tend to find they end up off in the weeds and are dogmatically opposed to  retreading ground where they have made a mistake or an incorrect assumption.<p>That&#x27;s your Mad Men style turn a no into a yes sort of situation and you are going to be fighting against the decision fatigue your manager is feeling because they micro-manage :-)<p>This is the same strategy I use when mentoring or managing. If I can&#x27;t convince someone who thinks they are subordinate to me then how do I know I am right? How do I equip them to come to the correct conclusion on their own in the future? I generally ask people to articulate rather than trying to figure it out myself because I am usually juggling N other balls and they can do it faster and better.<p>I care a lot less about larger organizational issues. Why take on someone else&#x27;s responsibility? Employees are free to leave at any time in the current environment so why borrow trouble? Are you expecting someone to thank you?