I interpret this comment as talking about prioritization across a broader org. A senior engineer should be able to prioritize inside of their team and adjacent teams. But there is a reason why there are levels of engineer beyond senior - beyond just increased technical judgement, there is increased influence in orgs spanning hundreds or even thousands of engineers.

There is always opportunity for growth in this dimension. For example even the CEO has to build the right skills to convince the board of their priorities.

I worked with someone who had 30 years of experience, and would routinely go down rabbit holes of minimal value that they thought were valuable. Days spending on local environment setup and configuration scripts, for multiple platforms, when it only took a few commands to start everything up in a few seconds. Or making custom patterns to "improve maintainability" of the code base, that were brittle, overly abstract, and confusing.