Identify your controls
One of Andy Grove’s strongest concepts (from High Output Management) is that of task-relevant maturity. Specifically, that for a manager being hands-on is neither better nor worse, in general, than being always hands-off.
Managers stumble when they are stuck in a mode and can’t adapt ; usually that manifests when they start being really hands-on and can’t grow beyond it when their scope of control grows beyond their technical expertise, or just beyond their available time. Managees stumble when they don’t understand why their manager suddenly becomes hands-on. They feel adversely micro-managed and don’t realize they are growing into a new realm of know-how.
I’ve found however that the advice for the manager to adapt to the task-relevant maturity of the person being managed is not enough. The better advice is to always communicate about exactly how close or how far they intend to remain.
Ways of doing that are excellently summarized here :