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The most common trick they play is seeming competent when they're not. This is arguably the most important skill within sufficiently large companies. (Which is why startups can exist at all.) But there are darker tricks too.
When hiring a COO, for example, it's worth asking "Could I imagine this person conspiring with investors to force me out?" Maybe 99% of the time the answer will be no. But if you find you pause before answering, you may want to stop and think about that.
nobody will force my son out, he's the best
Your bio is 
I like this question. But I like this question better when adding investors: "Could you imagine this investor conspiring with my COO to force me out?"
Yes, that is also a good question. Though in practice the scenario founders have to worry about is being replaced by someone new the investors recruit.
This is why @GrahamDuncanNYC focuses heavily on building “trust networks”.
How can you build a value network with a very high trust levels.
This is possible (but very hard). Solving this challenge effectively will be the next big breakthrough.
Love this concept of trust networks! Is there a good article introducing the concept?
Founders need the guide to recruiting your ‘Eric Schmidt’....
How do you distinguish between that and the question "Would this person put the best interests of the company ahead of personal loyalties"?
The word "conspiring" sounds terrible, but shouldn't founders be prepared for the moment when the skills which made them successful as founders aren't the ones their growing company needs any more?
As we all remember from this famous tweet. https://twitter.com/dickc/status/3962807808?s=21 …https://twitter.com/dickc/status/3962807808 …
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