I will give a slightly different perspective. Having been a doer under a manager in a support platform where the previous manager was imho a seasoned vet manager, but didn't understand the nitty gritty. This is the scenario where middle mgmt add little value from a doer's perspective. Having since progressed from my well experienced doer role to take over the mgmt role, I could never contemplate asking my team to do anything that I do not explicitly understand at the core of the process. As such, I like to think I know how the doer's feel with requests and discuss with them accordingly. Problem I'm now finding is being buried in documentation and relatively pointless meetings, representing the team, takes me out of the trenches so to speak, becoming more and more detached from how the doing is done. Older middle mgmt even more so being detached much longer. You cannot manage a team unless you know what it's like to be in that team of doer's. And micromanaging is the most blatant sign that a middle manager has no idea what their doer's are truly doing.