I would argue that not all managers necessarily need to be experts at whatever it is I do all day, as long as they can get me what it is that I need to do my jo

I would argue that not all managers necessarily need to be experts at whatever it is I do all day, as long as they can get me what it is that I need to do my job effectively. I do find it incredibly frustrating when I need to explain repeatedly what it is that I do, or when I tell them what I need and they don't make it happen. Or, try to sidestep it by repeatedly asking for "just one more meeting" on the topic. The worst is when I raise a concern, they raise a counter, and I have a series of counter-counter points to support my concern, but it is still ultimately dropped because they "don't agree". This predictably leads to issues months later, which leads into the very same people asking, "Why didn't anyone bring this up?" where I can then either mention it and humiliate them, or pretend that it never happened and make myself look like a fool. Basically, the way I see a good manager is someone who doesn't necessarily need to know the in's and out's of how my job works, but is able to trust my assessments and support my requests, when it comes to getting things done. A manager who is an expert in that subject might be able to draw the same conclusion, but if that trust and support are fulfilled, their level of personal expertise on the subject is largely irrelevant from my perspective. As long as they can fight to get that thing supported, and don't do so in a way that undermines or ignores professional assessment, I don't care what they do or do not know about the topic.