Professional tips on dealing with non technical managers?

Question

So here in the wonderful world of "La-la Land", I lead a team of data and software devs. Great, super. I report to someone who is a Project Manager by trade but wants oh so badly to be thought of as a technical person. In fairness, this person does TRY, but this person gives out totally incorrect information to the business units as well as impossible features given the time frames that THIS PERSON manages in the projects. It's just plain bad and everyone on my team knows it which is a side effect.

I try to not get uber irritated every day, but after more than a couple of years my patience is getting thin. I know I'm not alone in having a non technical manager (this person was just announced to be the Director or IT which makes my eyes bleed), so are there any tips? I know plenty of CIOs and CTOs that didn't earn their stripes compiling code, but how did they ever earn the respect of those who did?

I'm working on the tactic I use with my toddler in gently correcting and then informing, but that can only last so long. How do you deal with something like this day in and day out?

If nothing I have vented, but I really need to figure out how to live in peace. I do have a mortgage after all.

Answer 1

Some useful looking other questions/answers here:

Answer 2

Building on @user384706's comment, communication is the key here; your manger needs to know about the problems they are causing by trying to work outside their area of expertise. You're to be commended for putting up with this for so long, but it sounds as if your gentle correction isn't having a lot of effect.

If your manager is giving out incorrect info to business units, I'm guessing that has caused problems such as late delivery dates or missing features that directly impact the business and reflect badly on your team. I'd suggest getting together with a trusted contact from the business side and going over a specific case or two where this happened; after that, both of you should meet with your manager and go over the story.

You could just skip the last part and go direct to HR or your manager's boss, but I've found people to be surprisingly open to change if you present the case to them logically and have someone to back you up.