Managing the business, for a technical leader, is not about running the business but rather wrangling the business. The “business” as an entity and organization wants things. Even in a well run business, these things may not be coherent, but they often must be delivered or performed according to the customs of the organizations. In the most benign cases this is producing a budget for items that can’t be easily projected. More serious, is creating estimates for project delivery. More serious still is correctly navigating competing team priorities to accomplish what is best for the organization while largely keeping all constituents happy.