Wrong but useful. Working @Twitter, tweeting about data science and people management.
"Wait, it's all her views?" 
"Always has been"
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And fourth is the compatibility of a DS and their stakeholder. Not every pairing of personalities will work well together, and as a DS manager, you can only do so much to smooth that over.
There are many ways that a chronically unhappy team member makes your life as a manager difficult. And a stakeholder who's dissatisfied with the level of service they receive from that unhappy DS can also find many ways to make life hellish
If your team is unhappy or your stakeholders are unhappy, you're in for a rough time, and it only gets rougher when they're at each other's throats. If working with a stakeholder makes a DS bristle, the stakeholder will think a DS is using their time poorly almost no matter what
Avoiding personality mismatches is a good way to control perceived utilization rates up front, and in general, will save the manager a lot of interpersonal-drama-induced headaches.
Each of these four things is a rich topic in and of itself, and even though they're not all equally visible, each has an impact on how stakeholders perceive a DS's work. DS managers don't necessarily have to talk about these factors, but they absolutely should keep them in mind
Visibility is an important organizational currency to accrue, but it's a currency that's also easy to spend quickly. Investing in your team and infra will enable you to expand breadth and depth of your team's work, and make it possible to do even more visible work in the future
Seeing is believing for stakeholders, but one can not live on belief alone.
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