Sadly, I think practically there is much more quality control for programmers than there is for managers. Overall it is true though, although I sometimes hate

Sadly, I think practically there is much more quality control for programmers than there is for managers. Overall it is true though, although I sometimes hate if decision makers have zero technical knowledge. I think a good manager needs to be able to see the larger picture. You don't have to be an expert, but you require some knowledge for the domain you manage. You have to have self-reflection if you do not and in that case delegate decision making. Doesn't mean a non-programmer wouldn't be able to lead a developer team. Although that rule is probably as much true for any other profession. Lawyers and sales come to mind that have just as much, conflicting priorities in their former non-management careers. Academics fresh from university also make bad leaders. I think having sat at the other end of the table is an important experience to understand the perspective of those you try to manage. Some say communication and collaboration is important. True to a degree, but this is also often means empty crap. Most programmers I know hate empty and superficial crap. The average team of developers usually a far more cooperative than the average sales team. That should of course be leveraged. A team needs a goal, a perspective and a manager needs to know the abilities of a team. I believe many programmers actually do not need too much management if there is a clear target to reach. Still, becoming manager shouldn't be the default goal, but it is sadly often expected.