Tldr: managers should be in the code, but should not code themselves.
The article suggests managers should focus several tasks that depend on the ability to code, but not produce code themselves. I think that's not sustainable. When a manager stops producing code, their skills in that area begin to deteriorate. I've seen it happen several times. When you stop coding, you'll eventually start missing crucial things in code review, make very poor estimations of labour involved, and assign the wrong team members to tasks. It won't happen immediately, but it will happen within 5 years.
I think a better way is to keep producing code, but at a lower rate. If the project you're working down doesn't permit low-commitment development, start developing tooling or pick up a side project. A coach doesn't need to be a top-player in the coding field, but they do need to remain fit.
The article suggests managers should focus several tasks that depend on the ability to code, but not produce code themselves. I think that's not sustainable. When a manager stops producing code, their skills in that area begin to deteriorate. I've seen it happen several times. When you stop coding, you'll eventually start missing crucial things in code review, make very poor estimations of labour involved, and assign the wrong team members to tasks. It won't happen immediately, but it will happen within 5 years.
I think a better way is to keep producing code, but at a lower rate. If the project you're working down doesn't permit low-commitment development, start developing tooling or pick up a side project. A coach doesn't need to be a top-player in the coding field, but they do need to remain fit.