Find the work that depends on you.
Luke Girgis focuses on the underlying workflow instead of treating the organization chart as fixed. Start by identifying the tasks that repeatedly return to the founder for approval or rescue.
Track your interruptions for two days. Group them by decision type, not by person.
Create continuity before an exit is urgent.
Andy Harris discusses founder risk, leadership capability, and succession. These issues matter even if a sale is far away: a company that can keep operating without you has more options.
Choose one recurring decision and document who can make it, what information they need, and when they should escalate.
Define the outcome you actually want.
Scott Oldford’s conversation asks whether pursuing a much larger business was worth the personal and financial cost. Use the episode as a prompt to examine your own definition of enough.
Write your preferred working week, the role you want to keep, and the tradeoffs you are no longer willing to make.
Your next move
One decision delegated with clear boundaries, and a written definition of the business you want to own.
Editorial learning path based on the published episode descriptions. Listen to the linked conversations for the guests’ full context.