As a founder, your greatest strength—competence—will become your company’s biggest liability. Navigate four evolution: (1) Do everything to gain mastery, (2) Delegate repeatable tasks using the 30% Rule, (3) Empower others with decision rights, and (4) Develop leaders who build leaders. Like biological systems that thrive through distributed intelligence, your company can only scale when decision-making flows without you as the obstacle.
Manu Sharma stared at his screen, overwhelmed. In 2018, his AI training data startup Labelbox had grown from a prototype to a team of eight. As he tried to review every pipeline, handle customer demos, approve interface designs, and manage the budget, he realized his technical brilliance had become the company’s greatest liability.
One Tuesday at 2 a.m., while fixing a critical bug that could have been delegated, Sharma wrote in Slack: “If I’m our only debugging resource, we’ll miss next week’s launch.” Support tickets had jumped 400% in 30 days—yet every fix went through him.
The skills that built Labelbox to $1M ARR were hindering it from reaching $10M.
Every successful founder must evolve through four biological stages, each requiring the transformation of the previous identity:
The Worker Bee stage (1-5 people): You carry out all tasks.
The Orchestrator stage (6-15 people): You create systems for others.
The Network Node stage (16-50 people): You distribute decision rights, not just tasks.
The Queen Bee stage (51-150 people) is where you focus on developing new leaders.
Sharma’s journey illustrates how challenging—yet necessary—each transition is.
In the early days of Labelbox, Sharma’s technical skills were their competitive advantage. He built the MVP, took customer calls, managed the books, and crafted the pitch deck.
When Tobias Lütke was selling snowboards online, he learned Ruby on Rails to build his own e-commerce platform. This experience became essential when scaling to thousands of developers.
“You can’t effectively lead what you don’t understand. The best founders have a deep knowledge of their product, customers, and market mechanics.”
How do you know it’s time to evolve beyond the Worker Bee? Sharma identified three signs:
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You’re making less progress and working longer hours.
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Team members are waiting for your input before proceeding.
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You haven’t spoken to a customer in over a week.
Founder Takeaway #1: Mastery through direct execution is essential, but watch for transition triggers. If your execution speed becomes the company’s limit, adapt.
At 10 employees, Sharma realized he had become the bottleneck for technical decisions. Following Notion founder Ivan Zhao’s example, he implemented a “Delegation Decision Framework”—identifying tasks where his personal touch added less value.
“I was working 90-hour weeks but making less progress. My inbox was overwhelming.”
Consider how ant colonies function. The queen doesn’t micromanage each worker. Instead, simple rules govern which ants perform tasks based on immediate needs. When food sources change, they redistribute without central coordination.
Your delegation system should run on clear principles, not constant oversight. When Sharma delegated bug fixing, he established error thresholds and escalation protocols, then stepped back.
Sharma’s solution: The “30% Rule.” This formula identifies and delegates tasks using the following steps:
If (Hours_per_week × Task_value) < Founder_hourly_rate, then DELEGATE.
YC’s data shows that the fastest-growing B2B startups automate or delegate 47% of founder tasks by employee #12. The risks of delegating too slowly outweigh those of delegating too quickly—even if quality suffers.
When is it time to evolve beyond Orchestrator? When delegation becomes your bottleneck. Sharma spent more time writing process documents than on strategic initiatives. The company needed task and decision delegation.
Founder Takeaway #2: If you don’t reclaim your calendar now, you’ll suffocate in operational details. Remember, if you’re debugging at midnight: investors fund repeatable systems, not last-minute efforts.
When Labelbox reached 25 employees, Sharma faced an identity crisis. “I realized I was still the decision-making bottleneck, even though I’d delegated the execution work,” he recalls. “We needed to distribute not just tasks, but authority.”
Nature offers the perfect model: mycelial networks—the underground portion of fungi—distribute intelligence throughout their structure instead of centralizing it. When one part is damaged, the network adapts without central coordination. There’s no authority telling each node what to do.
It’s fascinating how mycelial networks “train” new nodes. When new growth occurs, established parts send chemical signals and nutrients to developing sections, transmitting knowledge. They never dictate how the new nodes should grow—they provide resources and context, then allow adaptation.
This distributed intelligence model transformed Loom’s Joe Thomas’ approach to his video messaging startup at 12 employees. They deleted the shared “@founders” Slack channel to stop routing every question to the leadership team, creating autonomous “pods” with clear outcomes.
The Seattle Seahawks have implemented a system where position coaches and players are given significant independence in game situations, rather than relying on centralized control for every play.
This stage creates profound identity challenges. “When you’ve defined yourself by having the answers, it’s terrifying to celebrate when others make decisions without you.” Your value shifts from knowing to nurturing—a transition many technically brilliant founders struggle with.
Many founders make the mistake of oscillating. They empower during calm periods but seize control during crises. This teaches your team to wait for emergencies to see how decisions are made.
Try This Today: Identity Shifting Exercise
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Identify one decision area where you’re the bottleneck: product features, customer issues, or hiring.
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Document your decision-making criteria. What questions do you ask? What thresholds are important?
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Create a straightforward decision tree for others to follow.
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The hard part: Commit to not overriding decisions that follow your framework, even if you disagree with the results.
This isn’t just about efficiency. It’s about redefining your identity from “decision-maker” to “framework-builder.” The psychological barrier is greater than the practical one.
When should you evolve beyond Network Node? When you need leaders, not just decision-makers. Sharma noticed his empowered teams were effective but weren’t developing new ones.
At 60 employees, Sharma’s role transformed again. He explains, “My job became creating an environment where leaders develop.” His time shifted to identifying, nurturing, and evaluating leadership potential.
In nature, queen bees don’t directly train their successors. Instead, they create conditions for new queens to emerge by producing the right pheromones and ensuring worker bees have resources to build cells. The entire colony participates in leadership development.
This is where the identity crisis hits hardest for founders. The skills that made you a great founder (technical brilliance, quick decisions, direct execution) become almost irrelevant. Your new ones—coaching, systems thinking, and pattern recognition—feel foreign and less tangibly productive.
Each stage requires relinquishing a previous identity:
Worker Bee → Orchestrator: Letting go of “I do the best work myself” Orchestrator → Network Node: Letting go of “I make the best decisions myself” Network Node → Queen Bee: Letting go of “I develop the best processes myself”
Sharma reflects on his journey: “The ultimate measure of Labelbox’s success isn’t our valuation—it’s who we built. My job shifted from making decisions to making them disappear.”
Removing yourself as a bottleneck creates space for your organization to develop new capabilities. Promoting someone else’s judgment compounds your impact.
The most successful founders aren’t those with the highest IQs or deepest domain expertise—they’re the ones who evolve their identity at each stage of company growth.
24-Hour Challenge: Identify your current evolutionary stage and what’s blocking your transition to the next stage. Is it a practical limitation (missing systems or people) or a psychological one (identity attachment)?
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