Earlier quoted context omitted.
So the higher you climb in management the more strategic your role -should- be. Long time horizons, collecting enough data to make organizational decisions, set priorities and direction, etc. The problem is too many upper managers think their role should be tactical. They want frequent status reports to know if their long term vision is going to be met, and then any area it doesn't match up, rather than modify the vi…
" more strategic your role -should- be. " "The problem is too many upper managers think their role should be tactical. " So this is a little bit mythologizing and there's a couple problems with this perception: 1) Everything is operational, and operations require material leadership at every level, there is no escaping it. Meaning, that there's a very material 'hands-on' component to even in higher level leadership.…
> They're asking questions to become informed. Some details matter
This is true, but like you say -
> That said, good execs are rare
and the difference, in these meetings between the good asking probing questions and the bad doing it out of unaware self-justification in this case naively look somewhat the same. To go back to broad strokes, it seems easy to convince yourself that once the dysfunction sets in - that as good/motivated people leave over lack of being able to make progress, it's easier to maintain the dysfunction than fix it.
I'm in a part-academic, part-business company associated with a national lab, which means that commercial pressures towards growth are somewhat missing or ill-defined. There are lots of good people who truly believe in what they are doing, but it remains a truth that it's a lot easier to just move people around or let their contracts play out (if not permanent) than fire them, and there is clearly a reticence to promote useful or "essential" people out of the job where they are supporting things more critically that their position technically describes.