I like this a lot. But, to continue the performance analogy, you can start with lower pressure gigs, be coached, and if you’re very lucky, learn by observation.
I was very lucky to be the senior engineer on my team at Amazon, then a team lead at Handy before becoming an official manager. In both cases that only worked well because my respective managers invested time and effort in developing my managerial skills, and because they are both very good managers I was also able to observe them. Then, when I became a manager I still had my manager there to support me both with advice and teaming up for various things.
One potential advantage of huge megacorps is that you could spend a long time in a given place, passing through layers of management, and receiving coaching from different people who were also assessed for management prowess — in theory.