Delegation and Task-Relevant Maturity

The founder's paradox: you're accountable for everything, but you can't do everything. Delegation is the only way out, and Rabois borrows Grove's dial for it: task-relevant maturity. How experienced is this specific person at this specific task?

Low task-relevant maturity means you instruct closely and check in often, even with a brilliant person, because they haven't done this before. High maturity means you hand over the objective and get out of the way. Micromanagement isn't a personality trait, it's a setting you choose per person per task.

Rabois adds a second filter from his PayPal days, borrowed from Peter Thiel: plot decisions by your conviction and the consequence of getting it wrong. Low conviction plus low stakes: let them do it their way even if you disagree, that's how people learn. High conviction plus company-threatening stakes: overrule them, and spend the time explaining why.