Robert Moore learned the hard way of his role in his startup. In the beginning him and his partner played all the roles and for most startups that is exactly what you have to do. You play the salesman role, the public relations, and anything else. But one of the hardest things about being an entrepreneur is learning when to let go of certain roles and delegate to new hires.
Anyone who has played the one-man team in their first startup (myself included) knows that it is difficult to hire someone and let them control that area of the company. First time entrepreneurs want to be in control of everything because they don’t want to lose sight of what is happening in their company. This can create a lot of stress for new hires because they are being micromanaged by individuals who have trouble letting go of certain roles.
This is common in companies especially of people promoted who still feel the need to micromanage everyone under them so they know what is going on. This can create a lot of problems later on.
As Mr. Moore soon learned from hiring new people, he wouldn’t be able to keep up with all the information the new hires had. He was hiring people who knew more languages than he did and because of that he realized that he needed to let go of his main role as programmer and give it over to someone else more qualified to lead.
All entrepreneurs at someone point in their company learn that they can not be in all places at the same time. If they want to reduce the stress of knowing how their company is doing, they need to learn the next best skill and that is hiring the best talent they can get. Once you bring on people more talented than you then you will be able to focus on your role as executive in making sure everyone is working towards one goal. When you learn to let go and delegate then you can focus on bigger things but until you learn to let go it will be a difficult transition.