The hardest thing about micromanagement is that there are times when you need to do it. Junior engineers often thrive under detailed oversight because they want that specific direction. Some projects go off the rails, and you occasionally need to override decisions made by your reports that could have big negative repercussions. However, if micromanagement is your habit, if it’s your default approach toward leading your team, you’ll end up like poor Jane, accidentally undermining the very people you need to be growing and rewarding.
