I've been trying to figure out what bugs me about this advice. I think it's narrowly tailored to people with zero technical leadership on their project, but als

I've been trying to figure out what bugs me about this advice. I think it's narrowly tailored to people with zero technical leadership on their project, but also doesn't give them enough groundwork to really succeed either. Someone fresh enough to think anyone cares about the backlog deserves a manager that knows to meet them where they are, not expect the employee to meet them in the arena of management games. In practice, this often doesn't exist. Rather than the lowest rung of management bridging the gap into the tech, it's usually on seniors to "manage up" and shadow manage the team. Seniors good at this are more common, but time strapped with the rest of their dayjob. The target audience of this article needs a powerleveling guide to all the management skills of a senior, because they're in a vacuum with no seniors and their managers are not leaders. But instead it's the tiniest taste of the management world needed to orient someone towards being a better cog.