Founding documents detail the plans for the entire enterprise, including the company’s long-term goals and principles and your company philosophy: why and how you exist and operate.

When to delegate The framework I use for delegating is similar to Jeff Bezos’s Type 1 or Type 2 decisions.43 (See Figure 20 on the next page.) It has two axes: High impact or low impact: Who or what might be impacted by the work? What teams does it affect? Does it have an effect on users? How many? How immediately does it affect the business? Would

My personal favorite is Insights Discovery12 because it’s more nuanced than the MBTI yet easier to understand,

Meeting purpose and structure

I’ll say it again: Ask for help. Management is not just about building a complementary team but also about having the mutual self-awareness to look at your entire orbit and seek out those with different strengths. You can’t go far together unless you’re not just self-aware but also confident enough to be vulnerable and seek others’ assistance.

“The first level [of your career] is hard skills, the second level is soft skills, and the third level is the most challenging level: how you show up emotionally, how you keep being a champion and make everything possible.

Self-awareness has three components: understanding your underlying value system, identifying your innate preferences—your work style and decision-making tendencies—and being clear about your own skills and capability gaps.

I recently received two texts from founders asking if they should interview every candidate who is a finalist for a role at their company. If you’re early in your scale—say, 100 employees or less per founder or trusted senior leader—the answer is yes.

When you feel overwhelmed, or just when you’re planning your week or day, one simple framework is a classic: the Eisenhower matrix of important–not important and urgent–not urgent.