Cracked engineers, designers, growth people, AEs... the best ICs shouldn't necessarily be in management positions. Yet, the CEO should neither be air-gapped from those people nor managing their work/career on a day to day basis.
You have people who are most important to a:
- a project. - a problem. - the organization.
And I think we can divide organization into internal and external. When you divide like that, you’ll usually end up with four very different lists with some overlap at an upper management level.
None of the four areas are more important than others. If your software problem has a month long outage, that’s a huge problem. But that’s different from if you only have two months of runway left or if nobody has cleaned your office in a month. And since the problems are different, the people involved should be different too. Then you’ll end up with a lot of different hierarchies of most important people depending on what lens you’re looking through.
In Jobs’ case, his personality was probably strong enough that didn’t matter but broadly it can be helpful to officially say, “this person is important even though they don’t manage anyone”. It helps with fairness so that people don’t have to seek out the “secret” ways of being important, and it can accelerate decision making in the absence of someone like Steve Jobs
"Crack": adj., first-rate; excellent: a crack shot. https://www.dictionary.com/browse/crack
"Cracked": no such meaning https://www.dictionary.com/browse/cracked
(edit) see the urban dictionary definition in the sibling comment.