Let's try to use the classic analogy with painters.) Suppose "your team" have to paint a cathedral for a king and you are the "manager". Of course you cannot p

Let's try to use the classic analogy with painters.) Suppose "your team" have to paint a cathedral for a king and you are the "manager". Of course you cannot paint yourself and hence holding an opinion that the paints and brushes are the most important things in this business. Nevertheless, you have noticed, that some guys, like Leonardo, are much better at painting of the ceilings and in order not to disappoint the king you have to hire him and all the second best guys. Of course, you are sure that these guys are just lucky and overrated. What you ougth to do, in order to not be beheaded by the king, is to be sure that Leonardo and the other painters has everything they need, of best possible quality and there is not a single obstacle on the horizon. Now imagine that instead you have decided to hold daily meetings to discuss how to mix the paints properly, about responsibility to the whole team, and importance of writing daily reports about elements finished so far, together with detailed statistics of materials spent on each element. To be sure that everything is going well, you have to climb to the ceiling few times a day and ask smart, psychological questions in orfer to avoid any possible lapse in productivity by exercising employee's morale and dedication to the project. For that reason you have short meetings in the morning. Because you have no idea why the masterpieces of these guys are so highly acclaimed, you are constantly trying to improve their decisions by introducing new elements and changing colors, which are, you have been told, are industry standard best practices, and forcing them to use not the paints they used to, but guaranteed, safe, battle-tested priducts they used to paint the walls of the king's palace and stables.