[verelo]

This is solid advice, as a founder i always hated people leaving without me having the chance to fix the situation. It’s hard to keep a tab on everyone, so raising it and giving them the opportunity to help should be well received (and if it isn’t, by all means leave!)

[fg6hr]

It's your job, though. You can always set up 1:1s and ask from time to time "is there something you are unhappy about?" or "do you think your share of our company adequately represents your contributions?" The reality is that you're afraid to hear honest answers. "Hard to keep a tab on everyone" is a lazy excuse. You could always set up the system in which such concerns bubble up to you. Long ago I was that employee that pissed off founders by leaving without notice (some even called me a traitor). Now the very same founders actively want to reconnect and I don't mind. So we meet and see the now obvious difference in our status. We don't touch this topic, but I see how that confidence look disappears in their eyes.

[verelo]

I think what you’re describing is a small organization. The reality I've experienced is that once your team grows beyond 20-30 people maintaining that setup is very difficult. I think the main responsibility of a founder is to set a vision for others to rally behind, ensure the company has the funds it needs to carry out its mission, be a master of delegation, and to fill every other gap that might appear. A good founder will try know everyone as well as they can, but I’ve experienced times when raising money became all consuming and in those instances it becomes very hard to maintain all the other demands to the level that would normally satisfy my expectations of myself.