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The Hardest Part of Scaling: Feeling Like You're Not Doing Enough

Ada Chen Rekhi · 5 Mar 2026

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Ada Chen Rekhi did not write this page.

Every claim below was made in this piece, quoted word for word and numbered in the order the piece makes them, so you can read it there rather than take our word for it. The sentence above each quote is our reading of the claim, not their wording. Each quote was checked against a stored copy of the page at build time; where the two differ, the quote is the fact.

  1. Our reading

    A leader whose team is executing well should not jump back into the work; doing so obstructs it.

    Their wordsThe problem is that this instinct is backwards. Your team is doing great because you’ve delegated well. Jumping back into work not only isn’t helpful, it’s obstructive. So if that’s no longer your job, what is?

  2. Our reading

    Leadership at scale includes a second job: the long-term foundational work only the leader can do.

    Their wordsJob #2 is the one nobody puts in the job description. The simplest way I’ve found to define it: what are the things that only you, in your role, can do? Usually those things are long-term foundational work that set you up for success before you need them. Internally, that means culture, goal alignment, and team cohesion. This is the stuff that fails only when it’s not there. Externally, it means cultivating the investors, customers, and advisors you’ll need before you know you need them.

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