A micromanager can drive people crazy, but you don’t have to be one of the victims. Sure, you can always quit, but try these less drastic steps first:

Be patient. Even good bosses might micromanage until they get to know you. Try to get into the boss' head. Understand her goals. Take in everything she says. Don't fight her simply because she has a different style from your previous boss.

Understand why. If you get micromanaged for longer periods, consider the cause. Does the manager lack faith in you, or is he so insecure that he wants to look indispensable?

If he doesn't trust you, consider that just maybe it isn’t personal. Does he have to correct your work frequently? Does he have to nag you about deadlines and details? Does he micromanage everybody? If not, what are other people doing that you aren't?

If he's insecure, he probably does micromanage everybody. Help him realize you’re on his side. Offer sincere compliments or tell him about others who like his work. Don’t brownnose, but remember that bosses need encouragement, too.

Ease the grip. Do subtle things on your own at first, keeping in mind the manager's goals. If you can, do something extra that the boss wasn’t expecting. If you’re a boss and people show initiative and give you pleasant surprises, it’s hard not to like them.

Remember that the more questions you ask, the more likely you are to be micromanaged. Try making statements instead, such as saying, “I'm stopping at the client's on my way in tomorrow,” instead of “Can I stop at the client's on my way in tomorrow?”

Whenever you ask a question, you’re asking your boss to think. That sets a dangerous precedent.

Speak up. If nothing else works, explain calmly how the boss' techniques are hampering you. Describe how much all the reporting is costing you in terms of wasted time and lost creativity. Explain how that reflects badly on you and on his department.

As a last resort, you can always go over the micromanager's head. If you lose, you’ll be micromanaged even more, but it's probably worth the risk.