Second the "mad with power" vibe. Wow-- I think the OP failed to learn a few lessons. The biggie is the seeming lack of empathy for his partners and his appar

Second the "mad with power" vibe. Wow-- I think the OP failed to learn a few lessons. The biggie is the seeming lack of empathy for his partners and his apparent belief that he's in charge. At this level, it's a partnership. As a CEO, it's not your job to lead and have your partners follow. It isn't your job to make unilateral decisions on how you spend your time (networking versus coding). With a small team, you can be a cheerleader, a tiebreaker, and a buck-stops-hear guy... But for the most part-- it's a damn partnership. And it's pretty clear to me that the poster didn't treat it like one, which is a shame. I think he's very right about the team needing to have the same level of commitment... His deeper commitment is probably why he felt entitled to "lead", even when PG suggested that that might be the problem.