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Oldbooks1 wrote: I once was unlucky enough to be in charge of a technical unit that reported to a boss who had no technical background.
The boss had a potential product idea he wanted to market to clients and told me it needed to have certain properties. After looking carefully at what that would entail and discussing in detail with colleagues I concluded it was simply impossible.
In trying to explain the reasons why I quickly realized the boss simply could not understand the technical details. So I said, "look, what we are trying to do here is like adding 2+2 and getting 5 as a result." The response I got amazed me: "My job is to decide what should happen, your job is to make it happen and I do not have time to waste on silly details."
Needless to say, the product never saw the light of day.
Many years ago I witnessed exactly this happening to someone I knew. At the time I was part of a small organization. One person--I'll call him X--had been the head of a department for a few years and had done an excellent job. He was a friendly, relaxed and very intelligent person. Everyone liked him and we all got along with him just fine. But then he was promoted and became the big boss who ran the whole operation. The changes in his personality were swift and alarming. Almost overnight he went from being friendly and relaxed to intense, driven and impatient. Anything less than total agreement and compliance with his decisions was treated as disloyalty. Meetings that previously had been pleasant and productive became tense and confrontational.
Oldbooks1 wrote: What seems to happen a lot of the time is the old Peter Principle at work. People are very good at some things and then advance as a result of that to a position in which they are not at all well suited to the requirements for success at that level. At that point they become ineffective and often are very difficult to deal with even while climbing the ladder they were delightful people.