While serving in the military, it was difficult to move managers inside their specialty code to find a better fit for the individual and organization. The system would frequently interpret such moves in a more negative light and possibly do more harm than good. Industry, however, allows greater flexibility. Once leadership provides buy-in, reassigning subordinate managers is much easier and less painful for everyone. One strategy is to find the “right marriage” so to speak between the manager and their job to maximize their talent, skill sets, and contribution to the organization. Another corroborating strategy is to identify and reassign “non-people oriented” managers. Such people may be a “subject matter expert” in their own right, but a terrible people person / manager. It is often not their fault that they are managers as the only way some organizations promote good technicians is to make them a manager. A two tier upward mobility system is far better as it is designed to preclude good technicians moving into a position for which they have little desire or competence. It is the responsibility of the supervising leader to initiate transfers that should have a positive impact on everyone involved. It is also their responsibility to remove any individual in a leadership or senior management position that demonstrates an unethical, self-serving, duplicitous, finger pointing narcissist mind-set that generates frequent disruption, often to further their own ambitions. To keep such individuals in any role is insane and counter to every leadership principle.