Over the past few weeks I’ve been involved in three separate conversations around micromanagement.  All have been in the business and nonprofit context, but the idea of closely observing or controlling the work of subordinates or employees can just as easily apply in the non-work environment.  Think, for instance, of the “helicopter parent” syndrome. The Harvard Business Review has an article by Rebecca Knight on micromanaging that suggests, “It is a hard habit to break. You may downplay your propensities by labeling yourself a ‘control freak’ or by claiming that you just like to keep close tabs on your team, but those are poor excuses for excessive meddling.”  I’ll admit to having some of the micromanager bug myself, and I’m convinced that one is never completely cured.  But as with the first step in Alcoholics Anonymous’ famous 12-step process, public recognition of the problem of micromanagement can be effective in beginning to consider different ways of working with colleagues, family members, children, and friends.  A number of years ago I went through an executive coaching …