Startup CEOs are often advised to do this, but few people explain how the heck to do that, and its far easier said than done.
This resonates with my own experience, where “deliberate self obsolescence” has proved the most effective strategy for hiring senior management. Do everything yourself, and keep trying to make yourself redundant, by finding the most time-consuming thing you’re currently doing, and hiring someone else to do it.
This approach also neatly solves the eternal problem of “which role do we hire next?” – in a *prioritasable* fashion (which is important if you believe in scrum/agile/lean measurement, and can’t accept the answer “all of them!”).
PS a lovely quote in the linked post:
“The more experience you have, the more you realize that there is something seriously wrong with every employee in your company (including you).”
QFT.
Personally, I finally escaped from this trap only when I started hiring on “enthusiasm” rather than on “skill”. So far, it’s not lead me astray…