In my experience, micromanagement is often a sign that you&#x27;re managing by disaster. By that I mean you spend months, or sometimes years, not expecting your staff to make judgement calls for themselves, not communicating your intent, not building those relationships, and then there&#x27;s always some project where something needs to be done. At which point, the only way that you can do that project, given that you haven&#x27;t invested in those relationships, haven&#x27;t built those skills, is to tell everyone pretty much precisely what to do.<p>It&#x27;s a bad situation, and I think it&#x27;s fairly transparent to most people who&#x27;ve worked for any significant length of time that it&#x27;s not a good way to manage, but once someone is in that sort of situation there never seems to be a good time to move to a better model of management without having to let some commitments lapse. That&#x27;s a very hard sell to make to the rest of the organisation: Yes we&#x27;re going to make mistakes, and yes we&#x27;re going to miss some deadlines, (or need some forgiveness on deadline,) because we need to actually develop our staff.<p>The situation is, of course, exacerbated by the fact that even where that time is available; you&#x27;re working on a less intensive project; a lot of people want to think that what they&#x27;re doing at the moment works. They want to think well of themselves. And there&#x27;s a certain penalty that people, especially people with large egos, are going to pay in admitting that what they&#x27;ve been doing up until this point has certain flaws in it.