I get it. But I also think it goes to show why some folks shouldn’t be people managers. I drive my staff like „coding problems“. I push them to overcome challe

I get it. But I also think it goes to show why some folks shouldn’t be people managers. I drive my staff like „coding problems“. I push them to overcome challenges or shield them when I feel something is impacting their performance capacity. Seeing my team execute a complex challenge or close a complex contract is a huge endorphin boost. Alas, there’s always going to be more people who are good at playing the game than managing the players. And most players make terrible coaches.