每日原则：授人以渔，而不是授人以鱼，即便这意味着要让他们犯些错

有时，你要站在一旁，让人去犯错（确保不太严重），使他们能从中学习。如果你总是告诉他们怎么做，这不是好现象。微观管理通常表明被管的人缺乏能力，对作为管理者的你也不是好事。相对于微观管理，你更应该对他们多加培训和测试。向员工就他们可以怎样决策提出你的观点，但不要主导他们做决定。你能做的最有效的事就是与他们求取共识，探究他们怎样做事，以及背后的原因。

Sometimes you need to stand by and let someone make a mistake (provided it's not too serious) so they can learn. It's a bad sign if you are constantly telling people what they should do; micromanagement typically reflects inability on the part of the person being managed. It's also not a good thing for you as a manager. Instead of micromanaging, you should be training and testing. Give people your thoughts on how they might approach their decisions, but don't dictate to them. The most useful ting you can do is to get in sync with them, exploring how they are doing things and why.