It’s nice to be able to say, “what do you think I should do?” as an IC, and nice to be able to analyze the problem if necessary as a manager.
On the other hand if nobody knows what to do with a hard problem, everyone gets stressed out about it.
Those are the problems that it's the developer's job to figure out, in my opinion. If the manager can figure out the problem and solution but the developer cannot, then the dynamic is backwards (or the manager is actually a dev/tech lead, not a project/product manager). Or it's a totally different team structure than I'm used to.
It shouldn't be the norm that a manager is operating on the level of implementation details, but it is good if they can understand them, because maybe they have more levers than the development team has access to in terms of unblocking a tricky issue.
I think I understand the disconnect here. From my point of view it's the manager's job to figure out what problem the client is trying to solve. It's the developer's job to figure out what the possible solutions are, and recommend what they think is the best one. As a developer, I expect to be in the meetings with the clients long before the solutions are chosen.