Last week’s blog, “The Mysterious Case of Disappearing Respect,” discussed how to better manage teams and projects. As with everything, there is the dark side and extremes, like the manager who micromanages teams and projects. Managers who micromanage find non-productivity from their teams as a mystery. Others feel that it’s their job to be a “helicopter” manager. Micromanaging, unfortunately, has the opposite effect of almost everything a manager wants, and needs, to achieve when working through people. Here are a few of the unnecessary headaches micromanaging brings: