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If skills are a useful way of approaching the occupation of manager, they are nevertheless insufficient given the complexity of said occupation. Frameworks and descriptions end up describing what a manager should do, rather than what he or she actually does. This article aims to deconstruct the technical, conceptual, and human skills most often cited by various authors, and to show how each of them is combined with a character trait and social position that makes the analytical approach illusory. In fact, the skills analyzed by a third party most often betray the reality and are free from the contexts in which they were born and the situations in which they are exercised. In order to go beyond an overly critical view of sociology, it would be advisable to think of skills in terms of their stakes, and to stop believing that skills are exclusively personal and beyond the reach of contexts and situations. Three perspectives emerge: the first is to think of the disciplines through which skills are developed in a less compartmentalized (each discipline possessing a truth in its own sphere) and more hybrid way (each discipline relativizing its truth with that of other disciplines). The second perspective consists in engaging managers in reflection to establish links with situations, and for each of them to create at their level the hybridization they need to situate themselves, decide, and act. The third perspective consists in embracing the trend for talent, which suggests an alchemy of rare skills, an immanent essence of the innate manager.