This just sounds like PG overly fixating on “founder” vs “manager” as the distinction, when the actual focus should be on relative skills of delegation vs skills in the business domain.
Whether or not you are a founder, if your strengths tend toward understanding the business domain and implementation, then you probably should lean more hands on. If your strengths lean more towards the management side, then hiring strong people to manage parts of the company.
Of course, which works better is very company and culture dependent. Larger conglomerates that don’t have a focused mission probably shouldn’t have leaders that aren’t geared toward that.
Whether or not you are a founder, if your strengths tend toward understanding the business domain and implementation, then you probably should lean more hands on. If your strengths lean more towards the management side, then hiring strong people to manage parts of the company.
Of course, which works better is very company and culture dependent. Larger conglomerates that don’t have a focused mission probably shouldn’t have leaders that aren’t geared toward that.