@InBoston and @Joshua

I wrote this from the executive position because they are generally the most effective at achieving the ideal goal of converting the manager to being a true leader.  The problem from an individual contributor standpoint is that generally the manager doesn't convert altogether; they simply stop micro-managing the people they trust and continue to micromanage everyone else.

I'll do another post or two on dealing with this from the contributor-up.  But it starts with confidence.  Realize that your job is first and foremost to make your manager successful.  If you can't do that and make the organization successful, you need to be looking for the door.

If you can make your manager and your organization successful, begin to think about how you can TRULY make your manager's success your top priority.  Find the places where what they want and what's best for the company line up and go over and above the call of duty.  Don't draw attention to yourself, but help your manager be informed, make good decisions and help them never have to ask for the same thing twice.

I realize this can be more painful than a root-canal without Novocaine and it can take a long time.  Most capable people find someplace else to go and the organization ends up with a bunch of contributors that must be told everything to do.

But start with the trust.  Even if you leave, you are going to need a good reference and no other employer is going to consider that they were a micro-manager if they give you a bad reference.

Thanks for the great comments and stay tuned...