I think it's also very important to realize that sometimes the feeling of being "stuck" is just generalized anxiety, impostor syndrome, lack of clear success criteria for your role, or some other composition of any number of myriad contextual factors in play.
The idea that one should identify these time-sinks, and then that's the end of the road, is such a manager-centric lens on this. When your final output is just written feedback for someone else, I guess it's possible to stop here and still fulfill the letter of your job duties.
So Camille's book and other writings give a lot more context on this - these are things to do as a manager iff you have identified that getting an IC "unstuck" is the limiting factor for them to be able to reach success criteria, for them to see their own success made incontrovertible in the team's eyes and in their own. Saying a manager's "output is just written feedback" does the role, and her take, a disservice - her very first chapter describes good managers as ones "who care about you as a person, who actively work to help you grow in your career." So take the post as what it is - one of many tools in a toolkit for being an effective leader.
The idea that one should identify these time-sinks, and then that's the end of the road, is such a manager-centric lens on this. When your final output is just written feedback for someone else, I guess it's possible to stop here and still fulfill the letter of your job duties.