This is something I learned late in my career. Leadership has to constantly justify their priorities and expenses. The goals they set and expect from their team

This is something I learned late in my career. Leadership has to constantly justify their priorities and expenses. The goals they set and expect from their teams is also built from the feedback they receive from their teams. What can they realistically build given the resources they have and teams in the time they need to deliver something? It's not magic and too often people fear if they don't commit to aggressive deadlines that they will be punished for it. Yes, this is a tug-of-war, leadership pushes to maximize and the teams push back to minimize until there is an agreement. However, the important take-away, be open and honest about risks, and blockers. Give early and often reports to upper management about the state of things. As long as you're giving visibility to things you help leadership plan and realign on expectations so they can make course corrections if needed. Too often I see things fall apart on the ground and another engineer tries to pick up the slack doing extra work. Leadership is never informed and so believe things are going as expected. They just see the work getting done, even if the team on the ground feels overworked and understaffed and so yea, it's not healthy.