Sure, but how many managers are actually trained to do what they do? There's this strange expectation that everyone somehow knows how to be a good manager, when in truth, most of us know (some of) what a manager is supposed to DO, but have only what we've personally experienced to guide us on HOW to do it. And what we've seen is only a sliver of the process - we've likely only seen the managing of others in public, and the managing of ourselves in private.
Ee can, at best, know from experience how to manage someone that is just like ourselves, and have an idea of what to say in public to people not like ourselves, but not what to say to them in private. And that's the best case, assuming we've had good managers (and thus have good examples to draw from). More likely, we've seen tolerable managers, plus plenty of bad ones.
To your point, how do we even recognize good management when we've seen it? How do we know what to emulate and what to avoid? We're the parents that say "well my parents beat me and I turned out just fine, so....".
Management is a skill (or collection of skills) It's not a skillset that most jobs actually train, nor is it one that they do a good job of recognizing. Most of the jobs people have growing up (and beyond) reward managers that push for short-term gains over such things like "morale" or "communication" - these are the managers that are "successful" for the vast majority of experience. Just look at how many places have techies shift into management as a career development path, but don't do anything to train them or say that people are managed any differently than code.
There are plenty of reasons for people to be biased against the person (their manager) that tells them what they don't want to hear (such as "take on this extra work" or "your time off request is denied" or "don't implement your idea"), there's also plenty of reasons to expect that most managers legitimately ARE poor managers.
Ee can, at best, know from experience how to manage someone that is just like ourselves, and have an idea of what to say in public to people not like ourselves, but not what to say to them in private. And that's the best case, assuming we've had good managers (and thus have good examples to draw from). More likely, we've seen tolerable managers, plus plenty of bad ones.
To your point, how do we even recognize good management when we've seen it? How do we know what to emulate and what to avoid? We're the parents that say "well my parents beat me and I turned out just fine, so....".
Management is a skill (or collection of skills) It's not a skillset that most jobs actually train, nor is it one that they do a good job of recognizing. Most of the jobs people have growing up (and beyond) reward managers that push for short-term gains over such things like "morale" or "communication" - these are the managers that are "successful" for the vast majority of experience. Just look at how many places have techies shift into management as a career development path, but don't do anything to train them or say that people are managed any differently than code.
There are plenty of reasons for people to be biased against the person (their manager) that tells them what they don't want to hear (such as "take on this extra work" or "your time off request is denied" or "don't implement your idea"), there's also plenty of reasons to expect that most managers legitimately ARE poor managers.