I am a mid level engineer and I work for a manager who has micromanaging tendencies. Some of these tendencies include,
I have a few questions based on the above context.
I'm sorry to hear about your manager situation. I highly recommend reading through a similar discussion here: "My manager and I don't see eye-to-eye. How can I improve this relationship?"
At a high level, I recommend delivering some honest (but empathetic) feedback to your manager and building a coalition among your teammates, especially as this seems to be a problem across your entire team.
If your manager is not receptive at all of the feedback and doesn't show any signs of good intent, the unfortunate best course of action is probably to switch managers/teams.
Finding a good engineering manager (EM) is so important, and unfortunately, most of them are terrible. This is why we gave a masterclass about understanding what a good EM looks like and how to find one: [Masterclass] What Software Engineers Should Look For In Their Engineering Manager
There's a lot of interesting and common scenarios here, so I'll go through those too.
I have been in meetings/discussions where proposed solutions by engineers have been ripped apart by this manager without them having enough context about why the engineer is doing it a certain way.
This doesn't solve the core problem, but I recommend preempting this feedback in a doc instead of having it blow up in a meeting, which seems to be your current situation.
Here's some good resources here:
When there arises a situation that the manager wants something from an engineer, they will want it immediately i.e. within the next few hours, eod etc.
This is something I recommend every person do:
The manager is aware that the engineer is working on a bunch of things but they will not show any regard for that fact.
Make it clear that opportunity cost is real: "I agree that this task is important, but if I context switch into it, my existing project XYZ will be delayed by ABC days/weeks. XYZ is the team's #1 priority according to our roadmap planning - Are you sure we're okay shifting priorities like this?"
The manager will put the engineers under extreme pressure to deliver projects on or before the deadline.
Here's an excellent thread around how to push back: "What are good strategies to push back when the deadline is not realistic?"
If possible, proactively solve the problem by baking a lot of buffer into the timeline to begin with. This way when your manager pushes you, they can eat into this buffer you planned for this very occasion. Here's some good discussions around that:
...to having 2 hour meetings to discuss where we are in terms of meeting the deadline.
I would also politely (but firmly) push back against these massive wastes of time. Pretty much no meeting should ever be 2 hours long, especially not project status updates. If your team isn't doing this already, start publishing very detailed regular status updates async and push your manager towards those instead.