Being a self-starter is one of the most important ingredients for effectiveness. If you can’t motivate yourself and get yourself going, it’s hard to do anything.
Ironically, however, once you get going, being a self-starter also creates your biggest problem. Your own talent of being a self-starter can work against you. The reason is that self-starters are very good at doing everything themselves — that’s one reason they can get things going so well. But, in order to scale, you need to move beyond doing everything yourself to working through others. The (very good) characteristics of being a self-starter interfere with that and thus interfere with the ability to scale.
Scott Belsky says this well in his excellent book Making Ideas Happen: Overcoming the Obstacles Between Vision and Reality:
Self-starters are often successful doing everything themselves. However, when forced to grow beyond a one-person show, many creative people struggle to make the leap from a solo success to a successful collaboration.
There is a way around this. The key is to develop the capacity and habit to delegate more and turn the work over to the team. This is very hard to do, and actually takes practice, but can be done. And the first step is in recognizing that there is a difference between doing and leading. It’s possible to do both; but we need to be aware of the differences and make the intentional shift from one to the other, lest your focus on doing undo your ability to lead.