I would include more; not only should you help the the manager "come up with the idea on their own" (by building them a connect the dots picture of the solution, acting or saying that you can't quite see the final picture, and allowing them to show you it), give the manager respect and praise over the solution that they "found". Over time, begin to connect the dots yourself (don't take too long), but remember to mention the mentoring of the manager. You become an ally and trusted person, able to see "the bigger picture" without busting egos or appearing pushy. The point here is that you become part of the TEAM that the manager relies on in that case, and can then show your true worth to the organization.
And it doesn't take much time, either, one or two iterations with the manager to have them help guide you to the solution. And who knows, if the manager is truly good themself, they'll show you the flaw in your OWN solutions sometimes, and help you find a better way.
I don't know how many times that's worked for me... from BOTH directions, which makes it a (slightly dishonest at first) but eventual true win-win. They build trust and respect in you, you build trust in the team (eventually... at first, it's underrespecting, but when you get to the final phase, you'll respect them for the innovation they can bring) and it doesn't step on toes or cross lines.
From the initial report from Toni, though, the manager is not necessarily the same as the HIRING manager, an HR person. Perhaps the manager doesn't actually want another person on their otherwise effective team, especially not a "hot shot". A team that feels they are being unfairly or poorly treated, and then has a "hot shot" hired in and forced on them will resent that person, until they prove their worth or prove to be a team player.
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