Emphatic agreement. Towards that ends, I played the enforcer over the products I managed. I focused on the structures and processes, trusting the resulting out

Emphatic agreement. Towards that ends, I played the enforcer over the products I managed. I focused on the structures and processes, trusting the resulting outcomes. More referee than BDFL. Everyone was invited to participate in design & decisions. Joint application design, project kickoffs, approval voting for triage, go/no-go events, post mortems, etc. And once a decision was made, I enforced it. If a decision needed to be revisited, fine, but it'd be revisited as a team. No unilateral decisions. No hiding in the elephant grass and sniping works in progress. No "I told you so". Nobody pulling rank to get what they want. Once each project/product found its release cadence (eg every 6 months), this team decision making process worked great. Because everyone knew they'd have another bite at the apple in just a few months, it lowered the stakes for each decision. So everyone could emotionally "disagree and commit", confident their personal priorities would be addressed in short order.