It's unfortunate that the author used the term "micromanagement". I realize it is to make the subject provocative and thereby capture readers, but it will also

It's unfortunate that the author used the term "micromanagement". I realize it is to make the subject provocative and thereby capture readers, but it will also produce such a negative visceral reaction that the key take-aways will be missed: 1. The best leaders are capable of adding value to other people's jobs. You don't necessarily need to be able to do their job, but you need to be able to stand next to them. 2. There are times you need to step in and demand more detail to find out what is really going on. 3. Good leaders have the [skill|experience|6th sense] to know when they need to do that versus trusting their employees. Sometimes it may be never, sometimes it may be always. 4. Good leaders can do the above without losing themselves in the minutia of trying to do other peoples' jobs for them (or telling them what to do). Perhaps "If you don't know the details, you can't effectively lead" would be better.