The comments in relation to the view of process and management from the general HN audience makes me feel for the challenges of being an effective engineering manager.
Perhaps you should also feel for the engineers, who constantly have to put up with managers who don't understand what motivates them, and yet has power over them with regard to firing, compensation, work assignments, etc.
My most effective managers have mostly left me alone, and have genuinely interacted me to learn what motivates me and helps me get my work done most effectively, and then has put me in the best position possible for me to be successful. An effective manager needs to do that, individually, with each member of their team.
