I like the demo.

For people looking to transition to management, one thing I’ve learned is that a big part of my job is getting everyone to do only one thing at a time. Every stakeholder (including engineering managers) are obsessed with the idea of “sneaking a bit more work in,” and I’ve never seen it work. I will actually go as far as to refuse to estimate work if I have something more important for the team to focus on. After all, estimation is work and we have a higher priority!

The benefit is that you’ll often find nobody actually estimated the business value/priority before asking for the work estimate, so you end up wasting less time overall. The hard part is resisting the pull of your boss asking you to do something.

'Estimation is work' is a maxim I wish more organizations understood!

You really highlighted the core tension here: The theory of management (WIP limits, focus) is logical and easy to understand. But the practice—actually looking at your boss in the eye and saying 'No, we won't even estimate that right now'—is pure emotional friction.

That specific 'hard part' you mentioned—resisting the pull of authority—is exactly the muscle I'm trying to help people build without burning bridges. It’s the difference between knowing the rule and having the stomach to enforce it in a balanced way.