In recent decades sweeping reengineering, digitization and agile initiatives — and lately the move to remote work — have dramatically transformed the job of managers. Research shows that most managers are struggling to keep up. Managers now have to think about making their teams successful, rather than being served by them; coach performance, not oversee tasks; and lead in rapidly changing, more-fluid environments. These shifts have piled more responsibilities onto managers and required them to demonstrate new capabilities. A crisis is looming, say Diane Gherson, former chief human resources officer of IBM and a senior lecturer of . . .