The author critiques servant leadership, likening it to curling parenting, where leaders or parents remove obstacles for their teams or children. While this approach may create initial comfort, it can lead to long-term issues. If a leader steps away, their team might lack the skills and understanding to handle challenges independently, potentially isolating them from the broader organization. Instead, the author proposes “transparent leadership,” characterized by coaching, connecting people, teaching problem-solving skills, and explaining organizational values. This style encourages autonomy and growth among team members, allowing leaders to gradually step back and become redundant. The article argues that effective leaders should focus on technical work rather than creating unnecessary bureaucracy after they’ve empowered their teams. Criticism of the article revolves around its interpretation of servant leadership. Some argue that true servant leadership aligns closely with the principles of transparent leadership, emphasizing the development of healthier, wiser individuals rather than merely acting as a servant. The author acknowledges this point but clarifies that their issue lies with how servant leadership often manifests in practice, where leaders take on too much responsibility, preventing their teams from growing.