In small organizations the team is built around the competency of the founder. This gives the founder a decided advantage in most strategic discussions. The danger is that he may overestimate his acumen. For proper growth to take place he must expand the competencies with a team that decentralizes a dependency on his expertise. He must also give away all that he has to those around him, so that their core competencies can improve.
Further, it seems that certain types of competencies can improve when there is a concentrated effort. Other types of competencies are more intrinsic, more natural. The leader will find those more difficult to give away.