I like the point being made here: building a product is hard. But once you've built it, you have a new mountain to climb: building a business.<p>In our startup culture, "building the business" is usually delegated to a new CEO, brought in from the outside. I don't think it has to be that way. Managing a business is hard, but it's just a new challenge. Founders don't have to give their business to someone else to manage.
It's funny, I see so many crash courses offered on how to code, hack your way to a startup, etc., yet not a lot directed at actual startup owners/CEO's on exactly this: Now that you have a startup, what now?
I'm not sure I agree with this entirely, yes you have to learn some new skills but it's still important to focus on your strengths - just learn to delegate the other things. Steve Jobs is a great example of this in practice, by all accounts not so good at management but he made damn good products!
"If you’re a great programmer and you love programming, do you really need to actively try focus on being a better programmer? Not really."<p>-> Yes, I think you do. B.B. King practiced blues scales every day of his life.