Мой личный склад идей

As a CTO (Chief Technical Officer), I have had moments when I had to refuse the business its requests. I wouldn't say it was very easy, but at that moment I simply had to take on that responsibility. The main difficulty is that the business (by business I mean the person who sets the product requirements, usually the CEO or founder) usually comes with the position "I need it this way, I see it this way." And every such "need" I, as a CTO, always evaluate from the perspective of possible technical difficulties and risks. In most cases, the potential benefit outweighs these risks. But there are also cases when I have to firmly take the position "why exactly this cannot be done." And I believe this is one of the tasks of any CTO (and any C-level executive) — always assess potential risks, even if they are somewhere in the future, and voice them. Of course, you can't just say "no" and be done with it. For any "no," you need not only arguments but also several alternative solutions right away. And it's also very important to be able to see the core behind the business requests to offer truly the right solution. But even if you come up with alternative solutions, it will still be very difficult to avoid pressure from above. This is also a moment you need to be prepared for and have enough strength not to give in. In conclusion, I want to say that the ability to say "no" is a complex skill. It involves fighting both your ego and the ego of the leader. But this skill is what allows you to prioritize the long-term success of the company over immediate wants.