the key quality that "makes" someone as a manager is his or her courage and willingness to step up and take responsibility for the successful completion of the work product.

In terms of Emotional Intelligence, Phil’s EQ was roughly in the sheltered workshop range.

Good or effective management: it's not about holding their hands enough, or wasting time wishing they weren't who they are, but instead it's about - first and foremost - managing yourself, modeling the adult perspective, and keeping the focus on the work.

Workplaces are far more relaxed and productive when the supervisor is comfortable inside his or her skin, doesn't need to play one-upsmanship with the supervisees, really wants to know and understand what's going on, and doesn't need to let everyone know who's in charge.  They know anyway.

Conversations between supervisors and employees are supposed to be about the work, not have an undercurrent of judgment and personal power.

You can probably tell: I really like Employee Assistance Programs

The fastest way to succeed is to double your failure rate.

...some of it the result of basic workplace learning, and some of it due to better personnel policies.

Give people support and resources, and then - yes - hold them accountable.

The problem is that in the real world that view tends to overlook, or at least sidestep, the issue of accountability. In many workplaces, what distinguishes a manager is his or her willingness to step up, oversee, and really take responsibility for getting the work product done.

A supervisor can be a friend, as long as he or she is the boss first.  Some people “get” this naturally, and others have to learn from sad experience then evolve toward that.