> My own observation is that it's more important for managers to be well-organized, remember details, and keep track of things
It's interesting, I feel like this applies to a line manager. Once you get beyond that you can just hire to fill in your own weaknesses. If you're bad with organization, just hire a good project manager.
I guess that's how you end up with the Pareto principal. Even just moving from being a line manager to being a manager-of-managers is a different job that requires different skills, but the assumption is if you're a good line manager then the next step is to manage managers. There are probably plenty of people who there who would make fine directors but are bad managers so they don't get that chance. And then you have people who are good managers who end up as bad directors.
It's interesting, I feel like this applies to a line manager. Once you get beyond that you can just hire to fill in your own weaknesses. If you're bad with organization, just hire a good project manager.
I guess that's how you end up with the Pareto principal. Even just moving from being a line manager to being a manager-of-managers is a different job that requires different skills, but the assumption is if you're a good line manager then the next step is to manage managers. There are probably plenty of people who there who would make fine directors but are bad managers so they don't get that chance. And then you have people who are good managers who end up as bad directors.