I’ve worked for Fortune 500s, as well as in the government and nonprofit sectors, and I would agree with your assessment.
I remember doing a project at a division of a high tech company and one of our managers complained to the VP of Engineering about the wasteful spending in providing catered lunches on a regular basis. The VP calmly explained the math: for five bucks a head during meetings held over lunch, he got an extra hour of work from an engineer making $45/hour.
By contrast, when schools provide dinner to teachers on parent teacher conference nights, which is three hours of additional work after a full day of teaching, the typical fare I’ve seen can be a pot of hot dogs.
In addition, at a typical school the only employee making $45/hour or better is the principal. And turnover for school principals is almost as bad as for teachers:
Elsewhere in Texas, the first school to be closed by the state for low performance was Johnston High School, which was led by 13 principals in the 11 years preceding closure. The school also had a teacher turnover rate greater than 25 percent for almost all of the years and greater than 30 percent for 7 of the years.
@lidja can probably speak most authoritatively on the talent acquisition and retention challenges in the non-profit sector.
In environments where it’s much harder to attract top talent, I think the need for managers who can train, develop and get the best out of passionate individuals is crucial.
In an alternate reality, Elon Musk’s tenure as a high school principal would be short-lived.