How do I manage how munch work I am giving to myself and how much I'm delegating?

This is personal opinion, more than an answer. You really needed to decide all this when you first set up the company. You needed to discuss with your partner how much money he was bringing to the table, and if not money the value of his contribution to the company. In the end CEO, COO, CTO, any other alphabet soup you wish to create are just titles, titles are used for talking wth other companies so that they know what your job is in an organization. As you grow, you will maybe get a larger board of directors, these will be share holders, and in order to get these you will need to each part with initial A shares in the company, what you need to worry about then is you and your partner always keeping a controlling interest. But at any time, if you or your partner have a falling out, one or the other of you could get the other members of the board to side with you, giving that board member the voting power to remove or buy out the other, that is just how businesses work. I give Steve Jobs as an example, he founded a company, was CEO, gave up the position of CEO to another, and was eventually voted out of his own company by the board. If this is what is worrying you, then you are wasting your energy, energy that could be used to make your company great. So stop doing that, and remember this... The past is the past, all you can do is learn from it, the future is uncertain, and you have no real control of it, so all you can do is work on right now, and that is where you should be focusing your energy. I am sure that others say that one person or the other should have controlling interest and that, I think depends on how they set up their businesses. You started this with a partner, someone I assume you like and want to work with, so why(in my opinion) are you try to gain leverage over your friend? My last opinion is that perhaps you should add one more person to your board, only because you do not have a deciding vote if things really did come to a 50/50 split. This person does not really need to have any A stock, it just needs to be in your bylaws to say that in the event of a 50/50 split vote by the board this person has the deciding vote. In the future, this person could be the CEO because in most large companies the CEO answers to the board, and is not the controller of the board. But all of this you need to sit down and discuss with all your controlling partners. In your case that is the four of you.

Try designing an activity where the leader has to describe to his team members how to build something or complete a certain task, with his back facing the team so he can't see what they're doing. Succeeding in this type of activity will require that the leader is able to use clear communication without being directly involved or micromanaging the situation. It will also require trust from both parties, and will force the team members to work together & help each other as they try to work out the specifics of carrying out the task. You can follow the activity with questions about what the leader did well and what he could have done better, and also what was frustrating for the leader. Push them to articulate how this activity translates to work in their organization. Here's a great example of this activity with a bit more detail: https://prezi.com/i1w8-bnyso-l/activity-to-teach-delegation/

I would love to help you with this please feel free to book a call with me and I will collaborate with you to build your network. To fully help you I would need to better understand your goals and the network you need built. Just having connections is not a valuable network. Your network is only as strong as the trust you have built within it. I would consider my network very strong. I built it over thirty years and there are about two dozen connections I know I can go to and get trusted results if needed. Each of those connections has trusted connections and so forth. I would focus on value versus volume. Trust is built by keeping your say do equation 1 to 1. With too many connections its impossible to manage and trust wanes. Money flows on trust. The most valuable thing for me in my industry are the relationships and trust I have built over 30 years. I have helped connections reach their goals and make more money. When I call they pick up the phone and listen. If you are looking at creating a more passive network I have found that short videos that bring a lot of value to the subject matter and create a great following. Using LinkedIn to connect to you YouTube or TickTock will help reinforce your brand and build credibility. Great job on recognizing that networking is important. It's the fine details and maximizing that network that I could help you with. Make it a great day! David

Talk to strangers everyday... anytime your in a lineup, buying something, coffee shop, etc... learn to ask great questions and tell great (short) stories. There's books on this, like Never Eat Alone by Keith Ferazzi + many others.

I would add in the Do # 2, ask the employee to paraphrase what you're requesting. It's a common problem that people say that they understand what you say, and when the deadline comes, the result is not the expected. I call this practice "duplicate".