I'm happy with all of what you're writing here, as leading the way towards anything is best done by having skin in the game, right?

As with your number #10 : my experience with many organizations is, that it's more often than not not clear and reasonably aligned with all, i) who might be part of that change of ways of collaboration, ii) why all of this new flexibility might be helpful and iii) what to let go instead of the new.

Burn-out often comes from following two sets of rules, two playbooks. Part of our job as Agile Coaches might be to find better ways of harmonizing goals, targets, objectives, boundaries and the like, let the org find out by themselves, what to focus on, instead of consulting the way forward, as well as how success is being seen and consequently measured. Being certain about some AND taking risks on other ideas is often doable, if done consciously. Learn to teach what your context needs. Building our own backlog for this situation, checking priorities and being very flexible and attentive on emerging tensions, opportunities and surprisingly successful breakthroughs might be, what demonstrates our value most effectively - like scouts or pilots moving ahead.