It's a well-known example: the boss is a good manager, good at dealing with employees, but has no idea of the technical details of day-to-day work and can contribute little to it. At the other extreme, which can become a real problem, are leaders who are very good in their field but lack human skills. It is possible that this supervisor was promoted from technician to boss without ensuring that the prerequisites for good leadership were met. Employees rarely leave the company - they leave their boss. Therefore, the latter is extremely dangerous in the human resources world and can lead to a real flight of employees.
The solution here is to separate the tasks. The team or department now has two direct managers. On the one hand the technical team management. She further develops products or services and takes care of the technical training of the team members. She is also responsible for quality and dealing with customers. She represents the team externally. On the other hand, there is now the personnel team management that takes care of HR issues and recruiting. She is also responsible for the utilization of the team, further development of the team processes and the development of the employees. The separation of technical and personnel competence allows each supervisor to concentrate on his or her own expertise. Everyday work and the challenges that arise with it are much easier to cope with.
With this concept, the structures in a company are becoming flatter and flatter. The team controls itself - there is usually no management level above it. This enables the manager to know each employee personally in his or her area of expertise and to be able to optimally use the strengths of each individual.
