Alternative POV: if they're not an engineer, then they NEED to be good at something else. I can imagine a situation in which a really excellent, organized, proj

Alternative POV: if they're not an engineer, then they NEED to be good at something else. I can imagine a situation in which a really excellent, organized, project manager with excellent ability to run interference with other teams/management was a valuable manager. This seems that the argument is more like, "Managers who do not code should not pretend they know how to code". Maybe, in that situation developers should look for technical review / help from their peers on the team?