https://www.amazon.com/First-Break-All-Rules-Differently/dp/... is a great book on how effective managers actually take their employee's strengths and weaknesses into account, and lean on their employee's strengths. (Trying to fix them is probably a lost cause.)
The real problem is most of the managers I've worked along side either don't want to/like to/care to coach, or were never taught how to do it well, having come out of an IC background where they, too, probably never experienced effect performance management. And, ironically, they often get moved into management not based on their natural strength as a coach/manager/mentor, but rather based on their strength as an IC (because, again, their own management likely doesn't understand how to take a strengths based approach to identifying and elevating potential leadership candidates).
The book I recommended made the recommendation that a move to management always come with a pay cut, and most managers should have someone reporting to them who makes more than they do. I consider both recommendations to be excellent ideas. People should go into management because they think that they are suited to it, and not because it somehow seems like the next step in their natural career progression.
Funny story. Ian Siegal, founder and CEO of ZipRecruiter, first went into management because the programming team told the CEO at CitySearch, "Hey, this junior HTML guy is good with people, we'd rather report to him than the dufuses that you keep hiring as CTO."
Turns out that he was good with people, and was a good manager.