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Shawn, I have been doing this for a long time, and like you, I am an anti-micro manager. My direct reports, and their direct reports, write, co-review, and sign their own letters, generate their own reports, attend meetings for me, etc. I am fairly successful(meaning I am still standing after all these years) at avoiding meetings with my peers, which staff does for me. Those meetings are huge timewasters. I like to meet with my boss only.
I must say the biggest thing in being successful is great communication, which I did not pick up on in your email. You must be in contact with your folks on all levels, and keep them informed, constantly, of what is going on. They need direction, some more than others. That is called human variability, not everyone will contribute in the same way, nor at the same time. I use very informal techniques, like calling them into my office on short(5 min) notice, to see what is going on, and letting them know what the current challenges are. I have a liaison that keeps the big spreadsheet with comments showing due dates and last action dates, and update it as needed, at least every month. She works other functional areas too, making sure we know what they are doing and if our output is correct. Every once in a while I have a general staff meeting, again called with minutes notice, and done with most standing in an open space in the back office, in a question and answer format.
I know, you will say this is micromanaging. It is not, I know micromanagers. I am making sure that communication is taking place, I think that is my job. The subordinates are in charge of their own offices and functions and are accountable for performance. Someone needs to keep them playing together for the mutual goal, and that person is you, the chief communicator.
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