Francis Grice on KoW:
That's an interesting and somewhat funny blog post on the importance of matching skills and tasks at top leadership positions (and elsewhere, too). He in turn referred to another article which flew below my radar.
Traditional hierarchic organisations narrow down towards the top like a pyramid. The complexities of the various tasks exceed the education and training of the top leadership. This would likely even be the case if they had been educated towards top leadership tasks as were monarchs in earlier times. Even monarchs with their decades of top notch training and education rarely performed very well. Today's world is much more demanding.
The orthodox approach is thus to have staffs with diverse skills and a top leadership that's willing to draw on the staffs' advice and smart enough to understand it.
Grice scratches on the surface of an alternative: Why not exchange top leadership when the tasks change?
Or, less unusual, why not demand that top leadership is primarily about assigning specific tasks and specific powers to competent people for specific challenges? The other top leadership's job would then be to keep an eye on the whole and to steer a course through the whole of the challenges, a job for which nobody is fully qualified.
This is of course not totally new, but Western military and political establishments weren't exposed to any extreme challenges for decades and appear to exhibit a degree of incompetence that's deeply irritating (this ranges from terror hysteria over economic policies to ridiculously inept military operations such as Atalanta).
Sadly, erosion of skill and lack of strong characters in the political and military staffs might be part of the problem. There's a reason why Grice was talking about academics as alternative to in-office leaders, not about staff geniuses.