Managers optimize to remove bottlenecks

Instead of aiming primarily to 'be informed' (collecting reports and updates), managers should focus time and authority on the single current constraint that limits their team’s output, and only intervene where leverage is highest. This is a procedural rule: regular skip‑level engineer reviews, unprepared presentations, and time allocation targeted at bottlenecks reveal whether a leader practices it. — Framing management as bottleneck‑removal (not information accumulation) reframes debates about organizational effectiveness, public‑sector reform, and how executives should allocate scarce attention during crises.