> All these engineers were still heads-down, working their tails off, just as they had been doing since the first few months of the company. Too busy working, most were oblivious to the changes that success and growth had brought to the company.

This gets at the vague steps that the author mentions at the end about supporting transitions of _people_, but I was waiting for them to get concrete about how the engineers should have _positively_ been made aware of the success and growth. Pay raises to market rate? A bonus? I’m guessing that in actuality, it was little more than verbal pats on the back.

I guess it’s different for each company culture, but this makes it sound like the engineers worked hard, the company got solid, things were taken away, and then the superstars started to leave. I’ve seen similar patterns a few times. What are some positive ways that people have seen these patterns fought?