You know what, I read it again and I don't even disagree with the concrete advice in the post—weekly meeting, starting with open tasks from last week—which I would characterize as a basic, ubiquitous, almost anodyne organizational coordination tool. My problem is this part:

> Everyone has other obligations, fires to put out, and emails to answer. It’s easy for long-term strategic, high-impact work to sink to the bottom of everyone’s todo list...this creates pressure on everyone to make progress.

One experience among many: I spent a very painful six months as a new grad, in a particularly dysfunctional corner of a mildly dysfunctional organization, in hours of daily back-to-back arm-twisty status meetings with team after team who wanted something from me and were sure this would get it (after which I would stay up all night working, since that was the only time I had left for that).

You know how it ended? The tech lead on my team cornered me in a conference room to find out why nothing was getting done, and I fully lost it with the guy. Like just started shouting that the actual consequences of ignoring the things people wanted ignored were transparently not acceptable, and I was barely sleeping trying to hold everything together. He got very quiet, said "ok," and we started going to meetings together and saying no to stuff. The amount that was collectively being demanded from me/us exceeded what could be delivered, but no one was on triage duty.

I've learned quite a bit since then (including spending a few years in management), so I've gotten better at understanding what's happening and asking for what I need. I've just also decided that "it's not my role to figure it out" managers (and PMs) are like rocks in the bowels of an organization. They’re in the way, subtly, quietly making everything bloated and painful as long as they’re there.

My point being, in case it’s still unclear, that “I’ll create pressure on everyone and then progress will happen,” is IMO bad management.

Sometimes the problem is not enough motivation, though I think that if you hire well, that’s rare—the best engineers are intrinsically creative and motivated. Often, lack of progress is due to some other organizational problem—too much toil, unclear priorities, conflict, etc—and just adding pressure until progress happens is the manager equivalent of whining until your sister does your chores for you.

Even if it works, either

1. the team is working around the problem (which the manager doesn’t know about or understand, and isn’t dealing with it) and will eventually get fed up and leave, or

2. someone pushes extra hard and solves the problem for everybody else. Now, that person the de-facto leader, though they’re not recognized, and in fact are often penalized for getting distracted from the paper priorities, since the managers who do this are rarely interested in the mechanics of how their problem was solved. Respect for management is lost, because they don’t understand what’s happening. Eventually everyone gets fed up and leaves.

Managers can’t solve every problem themselves, of course, but the manager needs to understand what the problems are, explicitly set the priority of solving them, and understand and celebrate the solutions when they’re found.