> I suffer a lot with context switching all the time, I'm responsible for many serious things that could lead the startup to a completely failure.
See if you can get some juniors to take on some of this. Agitate for some hiring, if you need to.
Delegating is how you move up the org chart. Which seems super-weird, like how you can just pay someone some money and then you own what they did—like, what? How does that work? Feels dirty and wrong. But, in fact, it's how everything works above the lower tiers of an organization, and at the top you really are just paying people money and then owning everything they did while you were paying them (then your job is to get someone else to pay you for that stuff—or, uh, to tell some other people to do that part for you, too).
However much it doesn't feel like it, telling others to do work isn't just work (well, "work") it's more prestigious work than actually doing stuff. A career-advancing response to having too much to pay attention to can be, I shit you not, finding other people to do it instead.
See if you can get some juniors to take on some of this. Agitate for some hiring, if you need to.
Delegating is how you move up the org chart. Which seems super-weird, like how you can just pay someone some money and then you own what they did—like, what? How does that work? Feels dirty and wrong. But, in fact, it's how everything works above the lower tiers of an organization, and at the top you really are just paying people money and then owning everything they did while you were paying them (then your job is to get someone else to pay you for that stuff—or, uh, to tell some other people to do that part for you, too).
However much it doesn't feel like it, telling others to do work isn't just work (well, "work") it's more prestigious work than actually doing stuff. A career-advancing response to having too much to pay attention to can be, I shit you not, finding other people to do it instead.