Well, I'm 2 days late tk the party, but here I am.
I know of several groups that have the best of all worlds for a painful learning cost: apprenticeships. I know that the typical job growth of a apprentice involves doing your tasks, anticipating, then moving to management if you have the propensity toward that. The most intense desk jobs of the accounting world is the "big 4" which have 2 cycles: boom and consolidate/bust.
The boom cycle promotes the technical "senior" to the management position and requires the manager to review the work of the guy who just got promoted to senior. The manager becomes more concerned about roi over time and eventually goes into sales/estimating.
The consolidating cycle is where the fat is cut because it is "up or out" to maintain a pyramid structure. Those who get the boot often manage well (due to the high exposure) and are confident when starting a apprenticship business of their own (have technical and management and client service skills)
This pattern is similar for all apprenticeships I think like plumbers, cement masons, accountants, etc. The work product is well known, the skills are transferable, and correctness are easily observed by others with the skill.
The pain is when a manager takes tips from a "competent manager" as defined in the article who then has subordinates prioritize low roi activities like formatting or making it clean from sawdust before closing a wall up. Soon a roi-focused manager will look over the competent-manager's shoulder and say why is your team slow, and the answer is "they are slower than me (because they are being trained to look pretty) and i am telling them to work fast, maybe I need to tell them that they are low performing" and turnover increases until that manager stops training people as the manager isn't the client.
I know of several groups that have the best of all worlds for a painful learning cost: apprenticeships. I know that the typical job growth of a apprentice involves doing your tasks, anticipating, then moving to management if you have the propensity toward that. The most intense desk jobs of the accounting world is the "big 4" which have 2 cycles: boom and consolidate/bust.
The boom cycle promotes the technical "senior" to the management position and requires the manager to review the work of the guy who just got promoted to senior. The manager becomes more concerned about roi over time and eventually goes into sales/estimating.
The consolidating cycle is where the fat is cut because it is "up or out" to maintain a pyramid structure. Those who get the boot often manage well (due to the high exposure) and are confident when starting a apprenticship business of their own (have technical and management and client service skills)
This pattern is similar for all apprenticeships I think like plumbers, cement masons, accountants, etc. The work product is well known, the skills are transferable, and correctness are easily observed by others with the skill.
The pain is when a manager takes tips from a "competent manager" as defined in the article who then has subordinates prioritize low roi activities like formatting or making it clean from sawdust before closing a wall up. Soon a roi-focused manager will look over the competent-manager's shoulder and say why is your team slow, and the answer is "they are slower than me (because they are being trained to look pretty) and i am telling them to work fast, maybe I need to tell them that they are low performing" and turnover increases until that manager stops training people as the manager isn't the client.