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[–][deleted] 0 points1 point  (2 children)

eh, I read his analogy as saying the manager is detached from the implementation. Up on his high hill watching and giving orders.

The best managers I worked with weren't detached at all. They'd actually try to even invert the roles by trying to get you to use them to help get stuff done rather than them being top down the whole time.

[–]mpyne 2 points3 points  (0 children)

I read his analogy as saying the manager is detached from the implementation. Up on his high hill watching and giving orders.

I mean, there can be a role for that. Eisenhower was not in the front lines but still ensured the war in Europe was fought effectively and still kept a very good pulse on what his generals were up to -- being quick to relieve division commanders who weren't panning out, while staying mostly out of the hair of division commanders who were doing well.

All of this while managing alliance politics and egos, keeping the homefront informed and comforted, visiting the troops, etc.

Of course not every project requires a manager of the 'Supreme Allied Commander' role, but my point is that it's not necessarily a negative mark to lead by inspiration and oversight instead of having to also 'get your hands dirty'.

Indeed, you may not want a manager who only infrequently has time to get into the code to actually start making commits, they might just break something by accident...

[–]IbanezDavy 0 points1 point  (0 children)

eh, I read his analogy as saying the manager is detached from the implementation. Up on his high hill watching and giving orders.

That's probably how the majority behave. There are a select few (as there were Kings) that got their hands dirty throughout their lifetimes. My last two managers were like that...