Читать книгу Lead Upwards - Sarah E. Brown - Страница 26

In addition to learning how to delegate, startup leaders need to accurately assess the talent and experience of their teams to understand whether the people they hire have what it takes to mature with the company. The more capable your team, the more you can delegate to them. If they are less capable, you will do more yourself. If you don't have people capable enough, then you're perpetually caught doing everything yourself. Many people burn out due to this (including founders who haven't brought in scalable leaders). You need a team you can truly rely on to do the work now and also help the company grow.

The more successful a leader becomes, the more they need to learn to get things done through others. Leaders can't continue to do everything themselves because that doesn't scale. You have to delegate work to your team.

Just as it's hard for an executive coming from a big company to scale down and do the tactical work, it is difficult for people from startup backgrounds to scale up because they're used to executing and being the ones to solve something. It doesn't come naturally to those of us used to the dopamine rush of being firefighters or those early doers, but it's essential to learn this skill to scale your team and your department's impact alongside you.