Any management strategy that is based on the assumption that everyone is the same and wants the same things and can act the same way is doomed to fail. I didn't

Any management strategy that is based on the assumption that everyone is the same and wants the same things and can act the same way is doomed to fail. I didn't see a single sentence about this person listening to and adapting to his team members as individual people. Some people might mumble the words, but aren't really interested in being leaders at all. > Initially, my team was a team of eight engineers, from juniors to more senior members. Two years later, I have a team of triple the size, where most people have led a significant project, with mentorship/coaching support from a more experienced leader. Huh. Two years. TBH that is not long enough to understand the sustainability of this approach. It's frustrating that people shout from the rooftops after one success like this. There is some good advice in this post, but its hubris is galling. I would encourage the author of this post to continue growing and learning, maybe go through a failure or two, before speaking up.