You really need to spend a lot of your time focussing people.

You kinda want to look for the anomalies. You don't actually want to look for the expected behaviour.

The team you build is the company you build.

Where there are low consequences and you have very low confidence in your own opinion, you should absolutely delegate.

It's actually a good thing if you do reference checks on somebody and half the people you call say they are a micromanager and the other half say they actually give me a lot of responsibility. That's a feature not a bug.

The job of an editor is to ensure a consistent voice.

When you start a company everything is going to feel like a mess. And it really should. If you have too much process, too much predictability, you are probably not innovating fast enough and creatively enough.