Including engineers in leadership meetings can significantly enhance decision-making and accountability within a company. The author, reflecting on their own leadership journey, emphasizes the importance of treating engineers as equal participants rather than subordinates. They shifted from a traditional reporting hierarchy to direct reports from senior engineers, which allowed for more inclusive discussions in leadership settings. Over the past six years, this approach has proved beneficial, as it fosters a culture where engineers contribute directly to high-level decisions. The article outlines a straightforward framework for integrating engineers into leadership meetings. It involves weekly meetings with direct reports and key partners, elevating select senior engineers to report directly to the Head of Engineering or CTO, and ensuring that engineers are included in all discussions unless there’s a compelling reason to exclude them. The author highlights the value of having engineers present, noting they provide critical insights that would otherwise be missed and serve as conduits for information back to their teams. This structure not only promotes transparency but also encourages managers to engage more deeply in technical matters. While the approach has mostly positive outcomes, the author acknowledges some drawbacks. It can filter out individuals with misunderstandings about senior leadership roles, such as those who expect to wield power without accountability. However, the author views this as a strength rather than a weakness. Ultimately, this practice has transformed their leadership style by grounding them in the realities of engineering work, steering away from the distractions of management bureaucracy.