I think it's much more simple than having a separate manager or founder mode..
Good founders will want to learn or at least understand all tasks that sets their business apart without becoming micro-managers, when their become overburdened by details in certain areas the default action should be to delegate to someone they _trust_ with doing in the area rather than just hiring someone with a CV and charisma that _implies_ that they are good at handling that area.
This probably often works well for most founders initially when they only need to delegate practical tasks that they know how to measure directly.
However once the money stakes, and most importantly number of people grow. The tasks needed to be delegated are managerial rather than practical so the founders become faced with another kind of delegation that they have less proficiency in.
This is probably where things go awry, at least some of their early promotions or delegations probably didn't thrive as managers, faced with failures they start seeking out managers from the managerial class from the outside rather than risk finding the right people with domain knowledge to promote.
Good founders will want to learn or at least understand all tasks that sets their business apart without becoming micro-managers, when their become overburdened by details in certain areas the default action should be to delegate to someone they _trust_ with doing in the area rather than just hiring someone with a CV and charisma that _implies_ that they are good at handling that area.
This probably often works well for most founders initially when they only need to delegate practical tasks that they know how to measure directly.
However once the money stakes, and most importantly number of people grow. The tasks needed to be delegated are managerial rather than practical so the founders become faced with another kind of delegation that they have less proficiency in.
This is probably where things go awry, at least some of their early promotions or delegations probably didn't thrive as managers, faced with failures they start seeking out managers from the managerial class from the outside rather than risk finding the right people with domain knowledge to promote.