Even if you are not running a start-up, this is a must-read: This is How Startups “Level Up” After Raising Money by Mark Suster. I’ve seen too many emerging leaders fail to “level up” by refusing to release the reigns, trust their teams and adjust to the growing scope of their project or company. Don’t make that mistake.
So my counsel at this stage is often: build out your senior team, let them do their jobs, become a leader more than just a doer, allocate your time to the higher-level tasks like setting company goals, managing investors, talking to partners, managing the press, etc. And mostly your job anyways is to be chief psychologist to the uber-talented team you’ve built rather than being chief dictator.