It didn't work that way on projects I led. Maybe everyone at Anthropic is a "10."
I was lucky when I had one person who could do that ("deeply understand the root goal and can autonomously choose the most important next things to work on"), who could take over if I went on vacation or got hit by a bus.
But I had reports who just wanted to work in their area of specialization, and had no curiosity whatsoever outside that. Or the guy who, no matter what I said, would never tell me when he had finished something - the only way I found out would be when I walked past his cube and saw him reading a science fiction book.
Don't tell me I should have just fired them, and gotten someone better. They did useful work, contributed to the project, and they were what the company had to work with. A big part of management is figuring out what people can do, want to do, are capable of doing in the future if encouraged.
What’s wrong with a daily synchronous call?
Some of this reads like micromanagement. Why does a project organizer need to spend lots of time tracking people, why aren’t they recording what they’re working on in a transparent manner?