Agreed in spirit, but this is the Internet, so here's my unrequested take:

As a manager, if there's only one part of the development process I'll keep, it's the retro. The retro is the critical bit that gives me insights to help get the rest unstuck.

Sprints have one and only one true purpose, I use them to tell stakeholders how long to fuck off and leave the dev team alone for, in a minimum of two week increments. I don't think my team actually gives a rip what sprint we're in.

I don't do burn charts. I've never seen the point. I'm pretty good at telling stakeholders "it's done when it's done" and that sentence takes way less time than making a chart that says the same thing.

I do track total tickets closed because a big jump up or down in that number is a a leading sign of oncoming burnout.

I've appreciated great SCRUM masters, but I've never managed to keep that role filled long term.