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I don’t 100% agree. I would agree that a lot of my time is now spent reporting how things are going which takes time away from supporting the team in getting more done. So similar issue, but not necessarily due to validating a bosses idea, but more so trying to validate the the work we are doing in metrics and statistics more so than letting the deliverables speak for themselves. Also identifying the issues in why something isn’t delivered faster. Which is usually evident when in the thick of things but often times harder to explain to executives on the various reasons why ; other higher priorities, multiple scope changes by requestor, deliverable of functionality while meeting requirements didn’t meet request or want when hitting UAT, other enterprise priorities delayed other work streams, etc…
In leadership sometimes we get diverted to things to justify what should be evident by other means. In the end it’s showing why things work the way they do and why delays occur.
Keep your head up and if they really are bogus ideas, have you tried having a talk with your boss about it? Generally, in my experience, there are reasons behind the requests and approaching in a non-judgmental way and generally inquisitive to why something is being asked yields good answers and a healthy conversation.
That said, if your boss is just not a good one that may not yield anything but them thinking you are creating dissension and likely a bad move. Knowing your boss and their work style and personality will help with knowing if approaching on it would help or make worse.