A little humility goes a long way. The most controversial area -- which Fred Wilson doesn't touch -- involves VCs' "contributions" when startups are trying to

A little humility goes a long way. The most controversial area -- which Fred Wilson doesn't touch -- involves VCs' "contributions" when startups are trying to sort out interpersonal issues. (Co-founders don't get along; top producers in sales or engineering are becoming hard to work with, etc.) From what I've seen, about 10% of VCs are genuinely good at guiding everyone to a better outcome. About 40% are well-intentioned and intermittently effective. And the bottom half of VCs have a boardroom style that just makes things worse. In any company, big or small, people issues usually involve some delicate stuff that isn't easily blogged about. So VCs either don't talk publicly about this part of their jobs, or else they present a very sanitized (and sometime misleading) version of what they do. There may also be a fundamental misalignment of priorities here. For founders, getting the people issues right is crucial. For VCs, it's a time sink that's best dealt with rapidly on any basis, so that more time can be created to go chase hot new deals.