Completely agreed on the first point, but unfortunately the latter isn’t always the case.
It’s become almost the norm for both individuals and companies to achieve ridiculous levels of success through abusive cunning in spite of a near-total lack of expertise and effort compared to competitors and coworkers.
And, to be fair, successful engineers/whatever rarely want to be in management. They’ve identified they’re great at what they do and happy to continue doing it if the pay is right. A lot end up moving to management because the pay tends to be higher and then not being great and hating it.
Great managers are great at managing people and processes, not necessarily doing the processes. They understand human psychology to inspire, motivate, and bring teams together. That’s a rare find because that’s largely misunderstood, unfortunately. This is super frustrating because there are plenty of great books/seminars on how to identify and be great managers. The information is out there.
Completely agreed on the first point, but unfortunately the latter isn’t always the case.
It’s become almost the norm for both individuals and companies to achieve ridiculous levels of success through abusive cunning in spite of a near-total lack of expertise and effort compared to competitors and coworkers.
And, to be fair, successful engineers/whatever rarely want to be in management. They’ve identified they’re great at what they do and happy to continue doing it if the pay is right. A lot end up moving to management because the pay tends to be higher and then not being great and hating it.
Great managers are great at managing people and processes, not necessarily doing the processes. They understand human psychology to inspire, motivate, and bring teams together. That’s a rare find because that’s largely misunderstood, unfortunately. This is super frustrating because there are plenty of great books/seminars on how to identify and be great managers. The information is out there.