I agree, great insights into responsibility, human psychology, humility and in reading the writing on the wall. I would also add that new CEO’s, really fresh or even first-time CEOs, possess a quality, perhaps a dilettantish zeal, that can mistakenly overlook warning signs of what may eventuate into a septic relationship. I would advise to try and pay close attention to these warning signs about people very early on (who usually cause isolation, anxiety, heavy gut or racing heartbeat rather than encouragement, inspiration, open collaboration). These are the people who are potentially harmful to your project or startup. This also gives rise to another point. Don’t bring people on board simply because they are talented or have great ideas or have done great things elsewhere — one really doesn’t always know the full story about how a person has operated within an organization in the past and if there is anything septic, it is usually well-hidden. A track record is good, but not scrutable proof of what a person is capable of. Make sure they’re capable of carrying out the job at hand somehow, someway and in the manner you have outlined. Otherwise, things like “good ideas” can easily justify bad behavior, which has negative ripple effects on everyone else. So, cut the fat that is making your BP rise and always search for the best talent no matter what stage your company is in. Whether you’re working a startup or IPO, good ideas are ubiquitous, but good people are much harder to find.