>was good to Mozilla employees, but it's hard to square the picture you paint with the complete lack of direction
Isn't there a fundamental tension between "be good to employees" and "strong sense of direction"? If you are focused as CEO, then you must neglect a fraction of your employees at any point in time. This is a side-effect of focusing on one direction, while maintaining capability to go in other directions in the future. If you don't neglect some of your employees and project, then you come off as being distracted and without a strong sense of direction. Is there some way to square this circle?