Transcript (en)

People get delegation wrong one way or the other. So every founder knows that as you scale the company, you need to delegate, but they either do way too much or way too little. And it's actually quite difficult to do it the right balance. So either you don't delegate enough, and that usually happens because you get it wrong once, and then you get so burned you say you'll never do that again. Most of our founders get really burned once early on, and then it takes them a long time to trust that it can work again. And the other thing that you see founders get wrong is they delegate the most important thing. You know, their board member tells them, hey, you've got to delegate, you need these like five VPs for these five areas. And probably, whatever is the area that you think is most important to the business and you enjoy the most, you shouldn't hire the VP in that area. You should do it yourself. If you're a product person and you really love product, don't hire a VP of product, keep doing that. Because if you hire a VP of product, you will have never any conflict because you both want the same thing. You won't like the way they do it, they won't like the way you're interfering with them, whatever. So whatever you think the critical piece of the business is, the one or maybe two most critical pieces, hold onto those yourself. That will also make you better about delegating everything else so that you can focus on what you really want to focus on.