> You are responsible for the success and the growth of the people who report to you. You must deeply understand and know your people.<p>Not sure about this at all. I'm more attracted to the model where the "manager" is a hands-off character that finds and communicates information/resources on behalf of the team. Parallel to that, there might be another "coach" character tasked with helping the team be more effective. Both of these have limited influence on the careers of team members.<p>What must be avoided is to trigger managers' narcissism such that they start to believe that the output of the team is their work, and the members of the team are "appendices" of them. Separating roles/responsibilities, changing job titles, and so on might help with this.<p>Avoid using promotion-to-power as a reward, because it attracts the wrong people. Rather, find ways to reward people that influence positively without power.