Hold at least one all-hands meeting every quarter and, to underscore the startup's team concept, make sure at least one additional executive joins you in leading the meeting.
Trust leads to approachability and open communications.
I see many founders waste too much time trying to work their networks and/or ultimately settle for mediocre but available candidates. You will definitely have to interview hard for cultural fit, but the best talent isn't cheap.
Feedback for leaders is often nuanced and difficult to deliver. That said, hearing you are passive-aggressive from 10 different people described 10 different ways becomes hard to ignore.
I wouldn't suggest that being resourceful has anything to do with doing something illegal or unethical, but I've definitely noticed a pattern of being 'creative.'
Developing a good, healthy culture is extremely important at a startup. Culture reflects the essence of a startup's operation because it directly affects the success of a company's hiring practices and overall strategy.
At the core, coaching authenticity is complicated - some might say impossible. Telling someone to be authentic sounds pretty low calorie, especially to a founder plowing through a list of product and operational goals. But it's important.
Your happiness is at the intersection of your passions and learning from great people.
One of the rookie mistakes first-time entrepreneurs often make is to be too guarded about their idea - in fact, many will actually spend their first $25,000 on patent lawyers without ever fully vetting their product.
It's just not possible to be a real partner if you aren't materially participating. I believe even the busiest business owners must drive a carpool, pack a lunch, help with homework, make a breakfast or dinner, and consistently attend school events.
When a team has to work over a weekend, make a high priority of being there as well, even if it's just to stop by and buy them a meal to show your appreciation.
At Andreessen Horowitz, we talk about the notion of being 'too hungry to eat.' That's to say, we often see startups that are so entrenched in the product that the founders forget they need muscle to grow.
The first day, week and month of an employee's experience carries a lasting impression.
Be generous with your time and money - it has an amazingly fast payback. Be in the moment with everyone you love - and this frequently means tuning out work completely. And drive slow in parking lots.
As a decision maker, you rely on information being passed to you by the people who report to you. As the CEO, however, you cannot rely solely on this information. You also need to 'dip' down into your organization and learn directly from employees at all levels and virtually all skill sets.