ElevenLabs' CEO avoids ineffective delegation by first immersing himself in a new function (like sales or legal). This allows him to understand the fundamentals, which is crucial for assessing and hiring the right expert leader for that role.

When diagnosing a failing department, stop looking for tactical issues. The problem is always the leader, full stop. A great leader can turn a mediocre team into a great one, but a mediocre leader will inevitably turn a great team mediocre. Don't waste time; solve the leadership problem first.

A sales leader's job isn't to ask their team how to sell more; it's to find the answers themselves by joining sales calls. Leaders must directly hear customer objections and see reps' mistakes to understand what's really happening. The burden of finding the solution is on the leader.

Instead of solving problems brought by their team, effective leaders empower them by shifting ownership. After listening to an issue, the immediate next step is to ask the team to propose a viable solution. This builds their problem-solving and decision-making capabilities.

An outdated leadership model pressures leaders to have all the answers. The superior, long-term approach is to focus on the individual, not the problem, by asking questions that guide them to their own solutions, thereby building their confidence and critical thinking skills.

When a team is struggling, a micromanager gives the answer. An effective hands-on leader resists making the decision. Instead, they intervene to teach the team the correct *method* for arriving at the decision, thereby improving the organization's long-term capabilities.

The best leaders don't just stay high-level. They retain the ability to dive deep into technical details to solve critical problems. As shown by Apple's SVP of Software, this hands-on capability builds respect and leads to better outcomes, challenging the 'empower and get out of the way' mantra.

CEOs often complain about team failures or external factors. However, they are the ones who hire, set the culture of accountability, and build resilient systems. Accepting that you are the root cause of all problems is empowering because it means you also hold the power for all solutions.

A common leadership trap is feeling the need to be the smartest person with all the answers. The more leveraged skill is ensuring the organization focuses on solving the right problem. As Einstein noted, defining the question correctly is the majority of the work toward the solution.