A couple things

All of the things mentioned here in the "How" focus on a fairly small subset of the overall things in the "What", and IMHO, the platitudes expressed in the "What" are nice, but sort of miss the forest for the trees in a number of ways (and without being too mean - have been better expressed before). People are barely mentioned, but are actually the central thing you are trying to help be able to achieve their goals.

Anyway, let's ignore the "What" for a second

The "How" is reasonable for managers of smaller teams, where large amounts of time are spent in the planning, tracking, etc.

With the caveat that even there, while it can be a large time sink, teams don't succeed or fail mainly because of the tooling you use, or how effective a task master you are.
Certainly teams need effective, low overhead processes to do planning/tracking/etc.
But beyond that, it mostly matters what the humans want out of their managers, and nothing in that "How" covers any of that.
The people in the team aren't likely to say"well, now that we use markdown, i feel so much better about my job, life and career!" How does their manager treat them? How does the manager support and grow them? How does the manager make sure they are doing valuable work, and it is seen as valued?
etc
That is what people are looking for, for the most part.
You would be much better off with a super-empathetic manager who could make people feel valued and help them succeed, but totally sucked at process, than the opposite.

Process can be delegated and contributed to by others, it does not have to be the manager. Empathy, empowerment, etc, is ... harder to delegate.

On top of that, as you grow, the piece the "How" covers becomes less and les. If you have a 300 person org, basically nothing in the "How" would be applicable.

As you grow as a manager, and end up with larger and larger organizations, most of your time does not go to those things, nor would it make sense to. More and more of it is spent on identifying talent, growing and mentoring people who have skill sets that complement yours (and delegating to them), and building and driving the right set of cultural values in an organization. Things like that. Most people would likely consider their VP watching over their project board as micro-management of the nth degree (to the degree it helps people feel like their work is visible and cared about by leadership, there are better ways)

There is always some amount of work on process/planning/etc, some amount of work on aligning people/resolving escalations/whatever, but honestly, a good goal is to try to make yourself obsolete through growing and helping the organization become capable of driving the outcomes it needs, without you being there (and all the things it involves to get to that point).

None of this means you shouldn't be trying to find ways to be open, transparent, and clear about the things you do.

But the "How" here is only going to take you a small part of the way if your career is manager.

There, if you are starting out and trying to learn to be a good manager, there are overall more coherent and complete approaches that may be more helpful.

A good recent book on this is "Engineering management for the rest of us"