We already discussed some time ago on the perils and the opportunities embedded in micromanaging especially in the case of new managers.
I recently came through an article from Dan Travieso at fast company where he deals smartly on micro management.
The part I really liked most is where everything starts from accepting that most of the managers are micro ones: “If we can accept the fact that most of us are micromanagers, then there is hope” 
One particular fear each one has is the one related to controlling the work and Dan suggests how to handle it: “[...] Empowering employees does not mean that managers can’t track the status of the project. After all, senior managers and stakeholders are going to hold the manager responsible for meeting the objectives, not the employees. Managers can obtain feedback by requesting periodic (daily, weekly, etc.) updates and by checking in with their employees. Simply ask the employees how things are progressing–have they run into any challenges? Do they foresee anything preventing them from meeting the objectives? Let the employees tell you what is going on. Listen to what they are saying, don’t direct. [...]”
For sure establishing clear objectives ad a timeline to achieve the really helps in general terms, though having your people accountable for something is not simply letting them go: the reliability of the accountability takes time, support and a good set of controls to avoid pitfalls.
(image by arte_ram)
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