Tinder

A small minority of people in upper engineering leadership are very wise: they're willing to listen and treat engineers like humans instead of code monkeys. I learned a great deal from these unfortunately rare individuals.

The vast majority of engineering leadership only seem to care about what you did for them today. Success is seldom celebrated, and dissenting opinions are often chastised. Getting almost anything of significance done is more of a political struggle than a technical one.

The operations team, in particular, has management comprised of robots bereft of human emotion, seemingly only concerned with finding who they can say "no" to next.

Take power away from middle managers with limited experience and put it in people with a history of competence at reputable companies.

Promote your good engineers.