I see your point, and I feel that it might be different depending on the domain. For instance agencies, and contractors might not be a right fit due to the nature of the projects. However, this is one of the best ways to scale a business if you're building your own product or service.
The core issue is increasing your ability to solve problems and deliver high quality. Micro-management can look efficient with a small team, but it quickly becomes a bottleneck as you grow (and it is also prone to create the bad behaviours that you're describing - thus becoming a self-fulfilling prophecy).
To give you a different example companies like Shopify, Atlassian don't have traditional QA teams by design. But they do have a QA people driving a culture where they teach devs how to think and test like a QA. So, instead of micromanaging quality they diffuse that responsibility across the org to be able to move faster.
Giving people goals does not equate not having checkins. It simply means that your team owns the product more, rather than waiting for your guidance all the time.
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I see your point, and I feel that it might be different depending on the domain. For instance agencies, and contractors might not be a right fit due to the nature of the projects. However, this is one of the best ways to scale a business if you're building your own product or service.
The core issue is increasing your ability to solve problems and deliver high quality. Micro-management can look efficient with a small team, but it quickly becomes a bottleneck as you grow (and it is also prone to create the bad behaviours that you're describing - thus becoming a self-fulfilling prophecy).
To give you a different example companies like Shopify, Atlassian don't have traditional QA teams by design. But they do have a QA people driving a culture where they teach devs how to think and test like a QA. So, instead of micromanaging quality they diffuse that responsibility across the org to be able to move faster.
Giving people goals does not equate not having checkins. It simply means that your team owns the product more, rather than waiting for your guidance all the time.