[potamic]

This might seem contrary to a lot of management practices you may come across but I think you're really going about it the wrong way. Things like following key metrics to assess sprint health, anonymous surveys, more manager involvement all to me signal warning bells of an environment that doesn't trust it's people, which might actually be the root cause behind all the engineering challenges.

I think you should take a drastically different approach and see how you can reduce manager involvement in most activities. A manager's job is to create the right environment for a team to function, and then step away. If they are not able to step away, they have failed their job. The problems that you mentioned typically happen when people lack a sense of ownership around their work. With the right culture that entrusts people with responsibilities and an environment that empowers them to do what they need easily, most people will respond well and step up to ensure the goals of the team are met.