Delegation is a design problem
Owners are often told they need to delegate more. The advice is correct and almost never actionable, because the reason work stays with the owner is rarely reluctance. It is that the work has never been defined well enough to hand over.
Define the outcome, the boundaries and the decision rules, and delegation stops being a leap of faith.
Lead the business, not the tasks
Leading means spending your attention on direction, capacity and capability rather than on the next fire. That shift only holds when the operating layer beneath you is stable.
This is why leadership work and systems work belong together. One without the other reverts.
Make the transition visible
Put the change on paper: what you own now, what you will own in ninety days, and who takes the rest. A path that is written down can be coached, measured and corrected.