Actually I somewhat disagree with that. I think they should code to some extent, but it doesn't scale in my experience. I lean to say #7 is a good point. If th

Actually I somewhat disagree with that. I think they should code to some extent, but it doesn't scale in my experience. I lean to say #7 is a good point. If the manager is required to complete the feature their "free" time is't the same as an engineer - read meetings/discussions. I manage two teams and when I first became a manager my instinct was to take tickets along with the team. Yet my other responsibilities came in play and made it harder for me to finish tickets I assigned to myself and others on the team waited. I still code review and partake in high level design and some scripts here or there etc. but not mainline code that another engineer will depend on to be completed by xyz date. The goal of a manager is to ensure the work pipeline and project trajectory are on path with the company needs while still taking time to learn new tech and skill-sets of the team. Of course most importantly protecting their time from distractions. To move from manager upwards, building a great team that trusts each other and follows and ensures the team standards is crucial. If I am required for every decision or code review, then I become the bottleneck. Empowering other people and trusting their judgement was one of the harder leanings growing from manager upward.