Being in charge I’ve learned is less about charging tasks as a dictator, versus understanding that your primary function is to dictate what your employees needs are. If employee morale is not optimum I’m or even sub-par, there is a business function lacking or something with the business model that may need fixing from your vantage point. Without the workforce that your business thrives on, it won’t survive, so I have taken a different viewpoint in recent years as to how the worforce should be considered in terms of a more familial extensions versus just a number in the system. I think the hardest concept to grasp is that as the leader your opinion should come last if at all, before allowing yourself to close the conversation you may otherwise need if you hope to be able to trust the loyalty of your employees. That said, business seems to change faster than I think anyone ever imagined, so who knows what standards may rule going forward. My default position is that I would want to see all people as happy and hopefully satisfied as anyone from the top down. Varying degrees of financial success sure, but that’s important to keep a steady pace of growth and attrition in the right areas.