Andy Grove points out in his management classic High Output Management, - Ben Horowitz

Andy Grove’s High Output Management,

This means that you will face a broad set of things that you don’t know how to do that require skills you don’t have. Nevertheless, everybody will expect you to know how to do them, because, well, you are the CEO. I remember when I first became CEO, an investor asked me to send him the “cap table.” I had a vague idea of what he meant, but I didn’t actually know what the format was supposed to look like or what should be included or excluded. It was a silly little thing and I had much bigger things to worry about, but everything is hard when you don’t actually know what you are doing. I wasted quite a bit of time sweating over that stupid spreadsheet.

The more brains working on the hard problems, the better.

Your first day, your first week in an organization is when you’re observing each detail, figuring out where you stand. That’s when your sense of the culture gets seared in — especially if someone gets stabbed in the neck. That’s when you diagnose the power structure: Who can get things done, and why? What did they do to get in that position? Can you replicate it?