1. Understand why you're doing it. Take a few minutes of introspection and think about the reasons why you can't leave your people alone. That itself may hint at a solution. It may be that, deep down, you don't trust your staff — or perhaps yourself (an insecure boss can't stay out of the loop for long). "It's not mistrust," says Los Angeles-based consultant Paul Glen. "It's a lack of belief that they, or you, can do what needs to be done."

2. Redefine your role. One of the biggest causes of needless micro-management is a boss who really doesn't recognize what she's paid to do — particularly if she came up through the ranks of the company. "When you're not a manager, what you produce is your value to the company," says Glen. "When you move into management, you're rewarded for making other people more productive rather than producing yourself. You need to redefine that measure of success so you don't get involved in production anymore."

3. Remember the micro-manager from Hades. Just about all of us in our working lives have endured a boss whose fingers were in every pie. Recall what that felt like, the lack of respect it conveyed, the oppressive weight of feeling, as though you were always being watched. That should pinch off many an urge by you to stick your nose where it's not really needed.

4. Experience is everything. Another cause of harmful micro-management is a boss who's never savored the opposite: putting your people on autopilot and watching them rock. Consider earmarking a specific project that you swear a blood oath to ignore for the time being. Then, see how things come out. If your staff performs as expected, that can inject needed confidence in you to cut back on involvement that you have tangible proof may not be necessary.

5. Spare the rod, spoil the boss. It's unfortunate, but sometimes you may have to discipline an employee who keeps making the same mistake. That means you as well. Bette Price, co-author of the book "True Leaders," says that doing so can solidify your visible commitment to break the habit of pointless meddling. "Once the manager has turned decisions over to the team, then if she gets back involved in the process, a fine is assessed. The point being, the manager fesses up in a visible way for not following through with his own plan. This helps to convey to the team accountability and it helps to reinforce to the manager the habit that needs to be broken," Price says.

6. Understand the distinction between helpful and meddlesome. Trying to get the micro-management monkey off your back doesn't mean abrogating all contact. As the person in charge, it's imperative that you know how things are progressing. But knowing what's going on is not the same as riding shotgun on every picayune decision. Stay informed, but separate those bits of information that warrant some response on your part from those that are purely "FYI."

7. Take it in steps. One of the major stumbling blocks to many who resolve to be less meddlesome is their scope — the "I'm going to change me completely" pronouncement. Same with micro-managing. The boss who says she's simply going to stop may be trying to take on more than can be reasonably addressed. Instead, resolve to make the change in steps. It may be one project, it may even be a particular day of the week, but tackling the problem of meddling can often be solved in small, progressive doses rather than a cold-turkey approach.

8. "Boss, get out of my face." This last bit of advice depends in large part on you and the environment in which you work. If you genuinely want to stop needless micro-management, think seriously about giving your staff the freedom to let you know when a certain level of involvement may be too much. Again, this can be a matter of choice. Many employers would rather deal with the issue in a less visible manner. Others, in fact, may welcome the support that a public form of commitment can attract. "Tell them to tell you if they're feeling as though they're being micro-managed," Glen says. "If you tell them you're struggling, they'll probably try to help. And they'll appreciate what you're trying to do."