If you are in a position to manage others, there are two major mistakes to avoid. The first is micromanaging. If you have capable people working for/with you, they have good ethics, they have produced results in the past, and they know what the near-term and long-term goals are for themselves and the company are, do not constantly be looking over their shoulder. Don’t step on their toes! Let them do what they know best. But it’s good to keep the lines of communication open. You should still have regular check-ins to see how they’re doing, if they need help/another opinion on how to do something, etc. When you micromanage, you take away not only their sense of autonomy, but you also remove accountability from them. After all, they are only following your orders when you tell them every single thing to do.
The opposite is also a problem though, which is to becomes so hands-off that those you are managing don’t think you know what’s going on. If you’re not present, don’t talk with them regularly, or aren’t in any meetings with them, when you go to make a suggestion they are much more likely to disregard your suggestions. You become an outsider at that point, not a team member, a leader, or a manager.
Aim to strike a healthy balance between the two forms of communication. Guide them, but let them be the heroes. Ask them questions so they can think of how to improve a situation. Monitor their results and be prepared to step in if you feel they will do something that may have catastrophic/irreversible results. But, ultimately, keep in mind that people will work hardest for you when they like what they do, when they’re engaged/interested, when there is mutual respect between themselves, their manager, and their co-workers, and when they feel you have their back.