This article challenges three common engineering leadership anti-patterns. First, it argues against always avoiding micromanagement, suggesting that leaders should engage in "conflict mining" to understand context and write down the details of company strategies. Second, it advocates for measuring imperfect but useful metrics over waiting for perfect ones. Lastly, it challenges the idea of managers as umbrellas, suggesting that exposing teams to the "gory details" and providing less buffered information is probably better in the long run.