a16z founder Ben Horowitz explains how startup CEOs should think about delegation

Only get leverage if the person that you hire can do it better than you can. As long as you feel like you're better than them at it, you're just going to keep second guessing them and you're not going to get any leverage. And a lot of times like I'll be talking to CEOs and they'll have an executive and they'll be like, no, this person's like really good. And they're working really hard. And I'm like, well, you always feel like you have to do that yourself. And it's like, yeah, because they don't understand how to do this and that. And I'm like, well then like they're not an executive. Because the whole point of an executive is to get you leverage. It's like, okay, where can you find the right person and make the hire to get you leverage? And wherever that is, that's what you should give up first. You want leverage in all spots because as CEO you can be the keeper of the vision, the quality control over the top, but you can't be the lead engineer forever. Larry Page is great an engineer as he was, is not an engineer at Google. He just isn't. And he cannot work on production products. It's a full time job. Even for somebody who can do as many things as Larry, he cannot do that and nobody can. Like, if Larry can't do it, you can't do it either. I guarantee you you're going to have to give them all up. And so it's just a matter of where do you get the leverage?