Before hiring for a critical function, founders should do the job themselves, even if they aren't experts. The goal isn't mastery, but to deeply understand the role's challenges. This experience is crucial for setting a high hiring bar and being able to accurately assess if a candidate will truly up-level the team.

Leaders often feel they must have all the answers, which stifles team contribution. A better approach is to hire domain experts smarter than you, actively listen to their ideas, and empower them. This creates a culture where everyone learns and the entire company's performance rises.

Founders often hoard tasks they dislike, feeling they shouldn't burden others. Shopify's CEO realized this leads to misery and that every task he dreaded was an exciting growth opportunity for someone else. This reframes delegation from burden-shifting to opportunity-creation.

It is almost always faster and better to do a task yourself once. However, this is a trap. The "cardinal sin" is failing to invest the extra upfront effort to delegate and train someone, which unlocks compounded time savings and prevents you from ever having to do that task again.

The primary goal of hiring should be to reclaim the founder's time from low-value tasks. This frees up the business's most valuable asset—the founder—to focus on high-leverage activities that truly drive growth, rather than simply adding capacity.

Creators who feel they're 'too good' to hire help often suffer from a training failure, not a talent gap. Instead of replacing yourself, deconstruct your workflow. Delegate routine tasks (research, initial edits) to free yourself for the highest-value creative work.