Selecting a course of action after the generation of alternatives is a universal tenet which should precede major decisions. The pattern should be no different if he himself assumes the role of decision-maker. The promoter, furthermore, is often a member of a family which shares an interest in the business. Sibling rivalries or rivalries between cousins which usually end in a separation. The difficulty in keeping a professional distance between family members.
Emotions often tend to cloud rationality and judgment.
Often, the same argument by an outsider is more acceptable than when made by a family member. Furthermore, different promoters are not equally gifted in all aspects of business. They should ideally recognise their own strengths, aspirations, biases and shortcomings. Only then can they bring others in to fill in for their shortcomings, thus leaving time to concentrate on what they are good at. For example, a visionary may not be the best operating manager and vice versa.