The one thing Elon Musk has gotten completely right during his Twitter takeover
Managers have become alarmingly distanced from the average worker, making calls based on guesses that aren't informed by actual labor. This frustrating separation has poisoned most of modern management, creating a class system within organizations where a bloated sect of detached traffic cops extract labor without participating in or properly valuing it.
While Musk's edict has a ring of truth to it, his idea of what constitutes a manager's contribution to the company's end product is wildly off base, and, of course, there's the problem of the messenger himself: a preeminent example of the out-of-touch boss who demands exorbitant dedication from employees, while providing little value himself. But despite the problems with both the messenger and the message, there's a gem of valuable insight to be mined here. There is a rot at the core of today's management culture: Managers have stopped doing actual work — the kind of labor required to create an end product that earns a company money. Instead of being in a position where respect is earned through execution and actual labor, managers have become figureheads rather than executors, mired that a cottage industry of"advisors" claims is necessary to prove their value. The job of a manager has increasingly become"quarterback that only calls audibles."correct: A manager should be an active participant in the process that they're managing, and have a full understanding of the work that is being created. A person who manages coders should be able to contribute to and review that code, just as a person who manages cooks should be able to prepare the food alongside them. A truly"useful" manager is someone operating on practical experience — making calls for the larger organization from a place of respect for both the laborers and the labor they are creating. This sort of practical knowledge engenders goodwill between employee and manager, creating a culture of mutual respect that can increase communication and facilitate better performance. Balancing management ability and technical expertise is an active debate in the software industry, where, depending on whom you ask, an engineering manager's interest or ability to code is dependent on whether the team is able to operate
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