An engineer turned to the executive dark side is still an engineer, and if they use their seat at the table to keep an approximately optimal amount of engineering quality up they'll need to pay attention and micromanage the details sometimes.
I find it extremely rare that a source of issue is the former and relatively common that I’ve been confusing or incomplete in my own guidance. If it’s in my head only, it doesn’t exist for my team and I need to fix the issue at the source (me) and, in so doing, that might change the engineering course and/or estimate.
(I have also accidentally undermined my team unrelated to the above; IMO, the best response there is to acknowledge it and try not to repeat it, because if you do, people in the company are prone to try to exploit that to drive outcomes that they think is best for the company. That’s fine, but it may undermine your ability to lead change in the company and cede it to others.)