How to manage and face a technical general manager

   Dear friends, I recently entered a software company that has just opened. The company mainly uses a basic platform established by ROR for enterprise-level development. There are about 4 people in the team. I, 2 college students A and B (new to software development), one has Programmer Q with 2 years of development experience (mainly working on desktop applications, not exposed to web development), 3 people have been training ruby ​​and html in the previous stage, and at the end of August, there was a project to start preliminary contact, and I also began to conduct some team work Work, such as creating documentation, specifications, team building work. Everyone was very resistant at first, but I had a little success through a few meetings. And explained the basic aspects of web development, so that the people in the team have a basic understanding of some basic methods and methods of web development. But the method of software development and software management have not done too much indoctrination. Basically let it go. Today I held a brainstorming meeting, mainly hoping to explain some issues that need attention in agile development and software development.
    But during the meeting, because Q and A kept saying in the meeting that there is nothing to know about these methods, but my level and Q are the same, so I told General Manager C to come to the scene, hoping to borrow He gave me support to let everyone learn and understand these methods.
     But what I didn't expect was that just after the meeting, General Manager C gave me his opinion on holding such a meeting. He said that in software development, the most important thing is technology. What's the use, you can only do it later. Here I need to introduce General Manager C. He is not a software background. He used to be a technical director in a trading company, but he does not understand software development technology, but his coding ability is still very strong, and he is very familiar with our product platform.
     After that, all the members began to agree with General Manager C's opinion. Everyone began to discuss technical issues enthusiastically. I interrupted them, and then started to put forward some software management opinions. Unexpectedly, General Manager C started his speech. He said, in my eyes, what I hope most is that everyone can learn all our technologies and complete this work in a short period of time. Our goal is that by the end of this year, everyone sitting here Everyone needs to complete a project independently, and he also cites his example. I used to work on a client again, and it took only 5 hours to complete a dome and plan, and the client expressed great satisfaction. I propose that everyone's situation is different, and it is not simple to ask everyone to complete a project independently. Because there are too many problems in the project, people who can code may not necessarily be able to communicate (Q is a person who has good coding ability, but can't communicate well.), and people who know requirements and analysis may not be able to write a piece of code. We can't be rude, but General Manager C said that such a person is not what the company needs, which means that he can't complete the company's tasks and can only ask him to leave. In a word, if it is a relatively small project (about 2-3 months), it needs to be completed by one person. This is the standard by which everyone is judged. Because he didn't lead the team and didn't really do the project, I didn't know how to convince him for a while. After that, everyone in the team began to express that they could complete the task, and a project was completed from requirements, analysis, coding, testing, implementation, and integration. The general manager also established his own team goal:
each individual implements a project independently.
     After the goal was established, I asked how to set up the plan and how to carry out the assessment. The general manager said that at this stage, it all depends on the individual, and it will be fine if there is a project in the future. At this stage, everyone establishes their own work plan and conducts their own assessment. Own.
      I don't want to discuss the right or wrong of General Manager C's approach, but the project still has to go on, and the company still has to operate, so I want to ask everyone, how to work in such a leader and team? How to make them realize that software development is not just a coding process?