Trust, but verify. Start off in a position of default trust, give people clear goals with a understood metric for success. If someone is not meeting expectations, then start more intensively managing for development with the explicit goal that you want to return to a place of trust.

Start with small wins to build trust that you can increasingly delegate larger and larger areas of responsibility.

The "but verify" here is the difficult bit. Calibrating the verification frequency and intensity is the art of balancing micromanaging vs disengagement.

The reality is you verify by being more hands on than you or your report want to in be long term - but a good manager explains what you're doing and that it is time limited intensity to build trust.

Not difficult at all.

Define metrics that you both agree are an accurate measure of accountability for the role.

If the metrics are off pace, have a convo about what's happening and what needs to change to get them back on pace.

If they can never get back on pace, then there is a problem with the metric (trust in the system), or person (trust in the employee).

Again, it all comes down to trust.

It's not difficult at all. If you find that someone needs constant micromanagement and doesn't get things done otherwise, it's probably best to part ways with that employee.

Assuming, of course, that you gave them a fair chance initially.