Bunch of nonsense.

You can be super competent and nice, but still not be a good manager. Being a good engineer has nothing to do with how good someone is as a manager.

2. POSITIVE feedback…

I’ve read that empirically, most need about minimum 7x as much positive-feedback as criticism, or the criticism begins corroding motivation.

3. Passion to teach or help younger members learn

yeah, that’s got a high payback value, strategically…

10. Do not micromanage

yeah, that’s true for nearly-all…

I skipped a bunch just because I found the whole thing

• simultaneously right, given the reality of what passes for “managing”, in the non-Kaizen world, &

• managers should be striving for relentless-improvement/evolution, all the time, ie Kaizen, personally, their teams, etc, Just Because™, so … obviously … other people think otherwise?? ( ie it isn’t normal to presume relentless-evolution as someone’s drive? )

From the stuff I’ve read, re subject-to-managers, I think the points in the article are valid.

The best stuff on pushing oneself, & managing, however, is significantly different from that article.

Consider the book “The Ethical Executive”, on ethics-traps…

Who considers that book prerequisite to professional work?

I do, but does anybody else?

< crickets >

IF you don’t know what the traps are,

THEN how can you prevent yourself being caught in 'em??

etc…

So, it seems, to me, an article that many would benefit from,

but the bar should be set much, much higher, for …

… ah, of course, the striving-addiction isn’t normal, it is just a subset, possibly a small subset, of human population…

: \