Don’t get me wrong. You should do as little of micromanagement as possible. However, I have a seemingly counter-intuitive theory about how to do it if you have to.
Most people micro-manage in a tactical way: you have an urgent deadline, and you start pushing people. Even if you are an anti-micromanager, when things get critical, sh** starts flowing down from top to bottom, and you get in the way. However, if you do your job as a leader well and empower people (and anyway, they are grown-ups, so eventually they will learn that when things are serious, they have to put „all hands on table” and overcome the problem), your involvement can be minimized.
However, just because of this, due to all the mini-crises along the way, even fairly autonomous people tend to lose focus and strategic topics get behind. I’ve realized in the last half year that this is where a little management attention really helps. In our team, I was able to achieve much more with things that pay off only in longer term, such as highly increasing our activities in fully automated software testing or improving the quality of our product documentation from good to excellent, via a slightly bigger push from my side compared to what I would’ve considered „Agile” before.
As this is something I’ve started to learn only lately, it might turn out that people can be effectively autonomized even regarding long term endeavors. We’ll see, and of course I hope this will happen.