> The TLDR here is that PMs should not be running all project meetings. Engineering managers, IC project leads, or tech leads need to be managing engineering execution, not PMs.

I think this is a big one. Actually, in a way, maybe PMs shouldn't be termed "managers", but instead: liaisons. Maybe that'd reduce the implied power dynamic? I reckon ICs should pipe up more often. It's so upsetting to be in a meeting where there's a bunch of bored or irate engineers just begging through dulled eyes to get back to their desks. Nobody ends up happy. Everyone's bitter. Maybe if people saw the incentives of PMs more clearly, and vice-versa, there'd be more alignment and less bitterness? I've been on both sides of the equation and it's so interesting how immediately tribally entrenched one becomes. Same with scrum-masters.