You are not going to do most of the work. You shouldn't be doing most of the work... and the way you get out of doing most of the work, is you delegate.

You should have a 1-on-1 roughly every 2 weeks.

As the company scales, everybody is not going to get invited to every single meeting, but they're gonna want to go to every meeting.

Barrels are very difficult to find. But when you have them, give them lots of equity. Promote them, take them to dinner every week, because they are virtually irreplaceable because they are also very culturally specific. So a barrel at one company may not be a barrel at another company. One of the ways, the definition of a barrel is, they can take an idea from conception and take it all the way to shipping and bring people with them.

The more you simplify, the better people will perform. People can not understand and keep track of a long complicated set of initiatives. So you have to distill it down to one, two, or three things and use a framework they can repeat, they can repeat without thinking about, they can repeat to their friends, they can repeat at night.

The people that work with you should generally come up with their own initiatives.

Most people would agree that the details matter when it faces the user. But where the real debate is on things that don't face the user.