It's simple enough to give ICs the correct context. The good ones, with adequate autonomy and purpose, will solve the company's problems in ways that will keep

It's simple enough to give ICs the correct context. The good ones, with adequate autonomy and purpose, will solve the company's problems in ways that will keep the machine running smoothly. That's not to say that every IC is good at prioritizing work appropriately. Some of them may go off into the weeds. But in my experience, it's much harder to provide context to management and business people, such that they truly understand the value of certain things. All too often, they march straight down a path that leads to pain, attrition, and gridlock, all the while, thinking they are maximizing efficiency. It's a story I've seen way too many times. Having said that, I have worked with two very effective managers. They were exceptional listeners, and knew when to compromise, and when to push back, on both sides of the fence. Interestingly, they were both former ICs and were very well acquainted with the technical side of things.