Of the given list, any innovative and competent staff developer should already have given up (1) and lost (2). Similarly for (3) if you're creating new designs and patterns of working it can be an uphill battle to get it socialized and accepted, even if/when it turns out to be just the thing that's needed.

  5. Building Things
  4. Focus Time
  3. Fast Feedback
  2. Conflict Avoidance
  1. Short-Sightedness

The other thing about (5) is that many managers think/feel like they 'built' something when their team did. Of course they were also part of the team, but some would say "Back when I was in ... I built..." rather than "my team built...". Taking it to the top a CEO may say they built such and such, but really they built the company that built it. So they created the conditions and directions/motivations but didn't make all the decisions along the way etc. This varies greatly though, some CEOs are super-technical and can get in the weeds on occasion and make a good call.

I'll leave one more point that many managers give up (but shouldn't):

  6. Keeping up with currently used and relevant upcoming tech
     to communicate effectively and make good decisions + plans