I was in an interesting round-table discussion with managers of different disciplines: accounting, marketing, etc. The topic was micro-managment — centered around a hypothetical CEO who was copy-editing his top marketing director’s work before it was completed. There’s lesson behind the story; was he micro-managing? If so, how? Was it appropriate? What would you do? Is it appropriate for marketing or accounting?
A CEO who micro-manages a marketing flyer gets exactly what he or she wants. It’s not productive nor a display of trust, but it “gets the job done” in the short-term.
A manager, at any level, can never successfully micro-manage software development. I’m not diminishing the value of marketing, accounting or any other difficult objectives or skilled people. Those who don’t have a software development background often do not understand, don’t want to understand or have misconceptions about software development.