I disagree. If your team is senior enough, I think it is very important to give people delegated areas of responsibility. I've found people start to take pride in their work when this happens, because they know the buck now stops at them, and any outcome (positive or negative) is their own doing.
If you have everyone putting fingers in everyone else's work, why would you want to spend a week working on something when you know someone could just come in and undo it on a whim?
In saying that, it doesn't mean people shouldn't take feedback, though eventually, you'll have to start trusting your team to make decisions for the business. As a founder, you can't go around making every decision for your company, it doesn't scale that way.
At a certain size, maybe, but for a 2-week seat-of-your-pants getting ready to pitch to VCs sprint I don't think delegated areas of responsibility, or exclusive ownership is warranted or healthy. I think if you go and stomp over someone elses good work you need to be responsible for that, but I think you need a team/organisation where you have that freedom. By the downvotes it looks like I'm the odd one out here. Whatever.
If you have everyone putting fingers in everyone else's work, why would you want to spend a week working on something when you know someone could just come in and undo it on a whim?
In saying that, it doesn't mean people shouldn't take feedback, though eventually, you'll have to start trusting your team to make decisions for the business. As a founder, you can't go around making every decision for your company, it doesn't scale that way.