So set challenging goals and expectations for team members, but get the heck out of their way, giving them freedom to do their job by their own "means". After all, as long as basic standards aren't violated (and you should define those), why do you care how they get results as long as they achieve them.
But in managing our team members, shouldn't it be that the "ends judge the means"; in other words, most leaders and managers are too focused on the means or details of their direct report's work, rather than the ends or results. We have all had a micromanaging boss who was too narrowly focused on how everything gets done. This is mentally exhausting and counterproductive to accomplishing tasks for both leader and team member and is completely unnecessary. I find that micromanagers usually are afraid of something, maybe it is that their employee will somehow screw them over by being lazy and acting like they are super busy. Now, this may happen sometimes, but it is truly the exception, rather than the rule especially if you hire people with integrity and character. Or the leader is afraid of losing control of their business as it grows, adds more employees, and they aren't as close to the day-to-day operations as they used to be. Or there might be some other fear. Irrational though they may be, fears often drive us if we aren't aware of them and choose to fight them.