Yeah. I've been a manager before, and if I'm being honest, I think I did a pretty good job at it. Relatively. Mostly.
But the guy who said, "It's too easy NOT to be." doesn't know what he's talking about. It's really easy to make a dumb managerial decision. It's really hard to be a good manager. For example, he says;
Instead of the once-a-year-review aim for the every-2-weeks-review. That way you will remember all the reasons why the main project was delayed.
So great, now instead of being the absentee manager who doesn't know what's going on, you're the micromanaging asshole who calls constant meetings. As a result, you remember all the reasons why your project is delayed, but what are you going to do about it? Do you let the project be late? Do you cut back on the project goals? Can you throw more resources into the project to meet deadlines? Sometimes more resources don't work.
Sometimes you can push your people harder and get more work out of them. You don't want to do that all the time, because it has diminishing returns, and your people might hate you for it. They probably will hate you for it, but in doing so, you might be saving their jobs.
Now upper management calls you in. They're upset that the project is going wrong. You know it's because little bubble-headed Billy screwed up again. Billy is bad at his job. How much do you protect Billy, knowing that he really ought to be fired. Maybe you could throw him under the bus and get everyone else out of a jam, but that seems like a shitty thing to do. You prefer to be the type of manager that says, "This is my responsibility. The buck stops here."
But does Billy need to be fired? If you want to fire him, you're going to need reasons, and this could be one. He's a nice guy, and people like him. You're afraid of ruining the guy's life. You'd like to see him do well. Maybe you could sit down and have a talk with him, give him some help, and get him on the right track. That sounds great to you. You'd be a little bit of a hero, if you took this guy who's a bit of a fuck-up and helped him become a big success. You have a little fantasy about the whole thing: Someday, Billy is a big-shot millionaire, but he owes it all to you. That's a nice thought. Of course, you've tried the same thing with Peter last year, before eventually firing him. You really should have just cut your losses earlier, because everything you did to try to help Peter just fell flat. Ultimately, he wasn't motivated. Maybe Billy will be like that too, and you'll look back and say, "I wish I'd fired Billy earlier."
.... and Sorry about that. I went down a rabbit hole there, but I wanted to try to illustrate that these decisions aren't particularly easy. There are a bunch of competing interests, and there's not a clear "correct" answer. You can read books about management, with all their trite aphorisms. They might give some good examples of where other managers succeeded or failed, but the reality is that those examples worked because of context and chance. Often, the real lesson is that you have to be aware of all of the details and subtleties of your situation, sometimes ignoring conventional wisdom, try to find a solution that works in that exact, particular context, and hope for the best.