Thank you, great article. I enjoyed it and I wish all managers would read this. Fair point, the manager should be considered under the team umbrella. The stake

Thank you, great article. I enjoyed it and I wish all managers would read this. Fair point, the manager should be considered under the team umbrella. The stakeholder isn't always a manager, though. Sometimes it's a client. And one of the hardest things to do is say no to a client. I think all my criticism boils down to: guiding the discussion can be great, dictating the discussion is not. Some MBAs (any managers, really) have a hard time drawing that line. One of the toughest things when you're starting a company is to let go and trust your team. You don't have to solve every issue personally if you hire smart people and empower them, which I don't think this article quite gets across. I'm not saying there aren't times you have to personally step in, because there certainly are. One thing this does not touch on is prioritization. How do you decide what gets built and what doesn't? But there are countless article and books on that.