You know, given how much managing is like coaching – bringing out the best in a team of people to achieve a goal (win a game, tournament, championship, etc.) while facing competition for that goal (opposing teams = competitor companies), and require the same level of skill, you'd think really good managers would be as rare as really successful football or basketball coaches. And yet companies would always rather retain the manager than retain the manager's subordinates. If good managers were seen to be as rare as really good coaches, companies would lean in the other direction and retain workers. Because as a compliance officer I can tell you they will ALWAYS believe management over you until it is no longer financially feasible to do so (i.e. the cost to their reputation or bottom line from defending claims is more than can be justified as a business decision. You can't train really good managers on the piddling time companies allot for it; especially when those who become managers are generally subject matter experts who've been promoted. They start with no management skills, are expected to learn on the job, and yet are expected to perform well in what is, after all, a completely different skill set. It's such an inefficient way to conduct business.