Mgr: "I need you to plan travel to LA."

Dev: "Cool, got it."

(Having been that dev, wrong! Don't got it. Which is why, as manager...)

Mgr: "I need you to plan travel to LA. For the six of us. Planning to leave tomorrow before lunch. What questions do you have?"

Dev: "Do we have a budget or cost restriction? Is there a time we need to be in LA?"

Mgr: "Let me double-check the budget and get back to you in a few minutes. We're supposed to be in LA by 6PM tomorrow."

(Other good what-if scenarios could include that meeting the travelers are supposed to be in all afternoon tomorrow, whether everyone needs to travel together, where the group is leaving from, if the Dev should book travel or just send a plan, ...)

All of those things help shape the approach, the details, the implementation.

Because, without clarity, some manager who's not an expert and hasn't asked the right questions will say "yeah, sure, we can use the plaintext credential store Bobby threw together, it's fine, get it done fast".

When the manager is invested in creating clarity for the team (which is not the same as barking out orders or trying to "get the 'throw' done as quickly as possible), they'll take the up-front time. And when Bobby says "hey, look, plaintext credential store!", the manager can point back to the approach the team put together (e.g., salted, hashed, ever stored/logged in plaintext, etc).

Reading between the lines, it sounds like you've seen some pretty bad management, probably with a lot of short-term thinking and disrespect for "inferiors". That sucks. I've had some terrible managers too, along exactly those same lines. But I've also had some pretty good managers too. I've found that a lot of managers are terrible because they don't know better. They don't know how to support a team, or how to be clear, or how to listen. And a lot will make improvements when given some help.