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Collaborators are not puppets; you can not expect they will achieve goals if you are constantly micro-managing them; if you usually do this, you end up with a lot of frustration and wasted time in controlling them.

Stop continuously checking what they are doing, how they are doing, and when they are doing it, and suggest your ideas and solutions.

Do not inhibit them.

If you are micro-managing, it is because you do not trust them and do not trust because you missed some preconditions and missed setting some frames.

I often hear companies' collaborators complaining that they are in too many unuseful meetings. By the way, today's business complexity brings in a continuous flow of information that oblige managers and middle managers to continuously review, revise, and decide correctly what is necessary to do.

To do this, they need to be in meetings...

However, I think the real reasons why people are complaining are:

In the world of Lean Manufacturing, we frequently hear about coaching.

Unfortunately, I have found that there is still a great deal of confusion about what coaching is and its activity entails. Often it is confused with consulting, mentoring, or training.