I both agree and am shamed by this article. As a team lead I asked my managers to "just trust me" too many times over too many years. Blinding trusting someone

I both agree and am shamed by this article. As a team lead I asked my managers to "just trust me" too many times over too many years. Blinding trusting someone does him no service, quite the opposite: it causes them to take reckless paths which they will regret later. I will not take the whole shame upon myself though. The article point "Engage directly with data" is something few managers take the time and effort to do. As such I am often forced to expand significant energy providing the evidence which the manager should have collected for himself. A lot of managers also don't really get to know the people they lead and quite often start from scratch for each interaction like we just met even after 5 years. These two pain points cause me to seek complete autonomy for me and my team, which means I also take my manager's responsibility for decision making. Over the long term I get overwhelmed and start looking for a new job. There's ways I could attack every point of the article as context is always king. But I've been in the context he's talking about long enough to understand his perspective and fully agree with the conclusions even though, again, I feel shamed for falling in the traps presented.