My main problem is people skills and attitude difference.
I am not particular fond of repeating myself over and over again, meanwhile I tend to believe that if someone does not understand me I have to improve my communication. I also believe that people need guidance an patience instead of some arbitrary imposed boundaries.
When I was working in a 'normal' position I usually picked companies where I'd know the others were better than me. So even beginners were usually pretty smart and quick on their feet, which lead to some arrogance problems but I can deal with egos.
But now that I am 'at the top' whatever that means it get frustrating to see others work ethics or their state of knowledge and growth.
It's not that I cannot see why they do certain things, it's just that I have a complete different mindset.
I don't care who's fault it is, I will always fix the problem. But now people tell me they made mistakes because I told them to do things differently and that it's not their fault ... and I get frustrated because it was a suggestion they agreed to do it that way and now they argue about blame.
I don't think it that terms and actually I don't want to work with people that think in that terms.
And really all of them are different personalities and have different skill sets. Also this is a startup after all so ofc I am expected to program as well. Which should mean I can delegate things, but for delegation you need comfort in the competence of your coworkers and I only have 1 I really feel has competence .... but his communication level is close to stereotypical autism.
Anyhow .... I now have to deal with human problems and I personally tend to be an introvert ...
Other problems:
Getting ownership of the code to the team, they should decide what they want and communicate with each other how it should look.
Uniform codestyles, they should have 1 code style and 1 attitude not 10 different ones and slowly degrade the code to a real mess.
Also always finance and consulting the CEO. The idea that more workers get more done but they should not be to expensive just drags the project.
I pay most of the development infrastructure because I have standards and I will not work sub standard. And my people shouldn't either.
Language and time barriers because my CEO doesn't spend to much money we have people in india, dominican republic and austria. So we have different time we work at and cultural differences.
the Indian tends to say yes but he actually means no. a lot of face barring, he overworks and ignores what I tell him.
the one in the dominican republic argues about blame.....
The first rule of leadership: it's always your fault.
About the skillsets.
I talk with teachers, other lead personalities and different programmers from different walks of life. I read some article about leading and listening to talks about it.
Frankly .... I never wanted to be a lead person. Leading means responsibility not only of what you did but also what others do. I knew this since I was little, I am from a family where 90% were CEOs or upper management some even in international companies.
For me getting in such positions is just a consequence of not totally sucking. As soon as I can establish someone competent enough to overtake my role I will.
My first lead position was with 25 or something so roughly 10 years ago and very soon I realized that preparing gant charts, specs, sitting in meetings and writing tickets for others are not the things I want to do.
So I apologize for me whining about my lack of skills and that people are complicated... but you invited me to answer ;P