> On large teams, it's about leveraging expertise and building consensus. I think the opposite is true, it's about leading people, not getting everyone to comp

> On large teams, it's about leveraging expertise and building consensus. I think the opposite is true, it's about leading people, not getting everyone to compromise. You share initial vision, take feedback, then share final vision and tell people "this is where we are going". Inevitably, some people will dislike it or not share in the vision. You meet with them and try to incorporate ideas that help achieve goals. If not, you help find them a new role that (hopefully) they'll enjoy. IMO as a leader of any scale, your job is to mentor (or set up mentorship), set goals, layout reasons and help people feel pride in the accomplishment. It's not to hand hold or build consensus around the vision. Everything else is tactical and can be negotiated to an extent (timelines, implementations, etc), but should be largely delegated.