My biggest gripe as a "lateral manager" (I don't manage engineers, I manage products) is that I see those things happen all the time, and I spend time coaching

My biggest gripe as a "lateral manager" (I don't manage engineers, I manage products) is that I see those things happen all the time, and I spend time coaching developers to interact effectively with their managers as much as I can. It's frustrating when I see people that should know better (because I know they heard me) not taking notes about serious issues they want to discuss with their superiors, not knowing how to escalate issues that threaten the well being of the product or the team but that their direct superior doesn't believe are urgent etc... Developers complain about management but tend to forget that managers are people just like everyone else, and we need to apply some skill to our interactions if we are to get the results we desire.