She's Coined the Term "Purposeful Ignorance" to Combat Micromanagement

I would like some advice around working with a micromanager who takes away your autonomy to grow and power to make decisions, without having my performance suffer from it and still being able to...

How can you help promote healthier management practices when dealing with peers or upper management who micromanage?

I don't have a specific question, but I am very eager to listen in.

How do you promote your management style in cases where it is at odds with your organisation's style?

what's kind of business acumen needed most in this industry?

What do you recommend for managers striving to shift from more of a hands-on to intentional ignorance management style? How can one begin implementing intentional ignorance?

What are the skills that every manager wants in there employee

Do you believe in 360 performance reviews in the year 2020? If not, what is a better option to consider in this day and age?

What kind of talents you are looking for?

Who are your hero’s and why?

As an employee how can you deal with being micromanaged?

When you delegate something critical, what steps do you take proactively to avoid falling into micromanagement behaviours as the work progresses?

At the end of the year, during appraisals, does the manager take credit for the team’s performance or does he/she able show individual contribution?

How to not micro-manager but ensure the quality of deliverable

I really like the philosophy of “purposeful ignorance,” but how do you strike the right balance so that when in practice it does not cause tension with those who are doing the micromanaging?

As an employee, I tend to be a "glue" person on teams. So, how can I take these principles to help my supervisor/manager empower my (and other team members') strengths and weaknesses most effectively?