Delegation

Handing over an outcome, with the authority to decide how it gets done.

Example

'You own activation this quarter' rather than 'do these five tasks'.

Handing over tasks while keeping every decision is not delegation, it is queueing. It is also the most common way founders become the bottleneck.

Management — Getting work done through other people — setting expectations, removing obstacles, giving feedback and holding accountability.
OKRs — Objectives (what you want) paired with Key Results (the measurable evidence you got it).
Hiring — The process of defining a role, finding candidates, assessing them fairly and bringing someone into the company.

Decision fatigue and reversible decisions — Most decisions are reversible and deserve minutes. A few are not and deserve weeks. Treating them the same is exhausting and slow. (10 min)
Sustaining yourself over years — This takes longer than you think. The founders who succeed are usually the ones still functioning in year four. (10 min)
Should you hire at all? — A hire is the biggest recurring commitment a startup makes. Four cheaper options to rule out first. (10 min)
Defining the role — Write what success looks like in twelve months before you write the job advert. Most bad hires start here. (12 min)
Managing yourself first — Before you manage anyone, you have to manage the only resource that is genuinely fixed: your own attention. (12 min)
Delegation — Handing over an outcome with the authority to decide how. Handing over tasks while keeping every decision is just queueing. (12 min)