Why Do We Undervalue Competent Management?

This article examines why competent management is often undervalued within organizations despite its crucial role in driving operations, projects, culture and business results. Through analyzing relevant literature, key reasons for this undervaluation are explored, including perceptions of management as an "expected" task rather than accomplishment, difficulty quantifying management impact, cultural biases favoring technical skills, and lack of formal management development programs. Recommendations are then provided for building a culture where management excellence is properly recognized, such as defining clear competencies, offering training and career pathing, highlighting management as specialized expertise, and incentivizing people manager performance. The brief aims to bring greater awareness and solutions to more accurately valuing the drivers of organizational success.