Dealing with Managers Wanting to Run Before they can Walk
If you achieve each component of each pipe line passage stage systematically, you effect a response in other managers that enables you to move to the next management level. However if you are allowed or encouraged to jump to different management levels before demonstrating full competency
in components at a lower management level, does this create a compromised management role? If so how then do you balance building a potential managers skills and strengths, by empowering them, yet giving them realistic projects that they can achieve, without limiting them to the level of their weakest skill?