If you want to scale out, you need to have other be responsible for chunks of the operation. And they won't be responsible unless they have autonomy. This doesn't mean 100% free reign, but it does mean giving up a certain amount of control.
"trust but verify" goes a long way here, and simple management techniques like goal set and review (OKRs, etc) address the "professional fakers" issue - ironically one of the first things you should learn in formal management.
As a founder and later a C suite exec - you really can't make this black and white. As a founder there is no greater feeling than hiring someone and finding out they can do a subset (ideally a large subset) of your tasks better and more efficiently than you. What you can not/should not do is walk away from that area of the business and never look back. You should still be invested and collaborative. A creative founder that can think from first principles should be able to contribute positively to any level of initiative even when they are not the most experienced person in the room. They should also be able to convey why an idea should buck convention and understand the consequences of it from the domain experts they hired.
