To be an effective leader, you have to become good at delegating. The problem is that what made you successful doesn’t usually scale.
To grow—both personally and organizationally—you have to increasingly focus on those high payoff activities where you add the most value and get rid of everything else. As Dawson Trotman, founder of the Navigators, once said,
I purposed never to do anything others could or would do when there was so much of importance to be done that others could or would not do.