
Transition One: Coder to Negotiator
Back in 1980, when Gates was barely old enough to rent a car, he walked into a room filled with IBM execs and sold them a product he didn't even have. IBM wanted to get into the computer business, and Bill Gates wanted to get into the software business. He didn't have any negotiating skills, but he landed a deal under which IBM licensed MS-DOS from Microsoft. It was a ridiculously advantageous arrangement since it gave Microsoft the freedom to license the operating system to any other computer maker -- which is what eventually fueled Microsoft's fantastic growth.
Transition Two: Founder to Fortune 500 CEO
Many entrepreneurs are fully brilliant leaders of startups, but they crash and burn when those companies grew beyond the startup stage. There's little overlap between the skill sets involved in running a small startup and those required to steer a major corporation. Bill Gates lead his company to Fortune 500.
Gates matured simultaneously with the company. He learned to tuck his shirt in, comb his hair, and make polite cocktail conversation.
Transition Three: Monopolist to Savvy Defendant
His visions didn't help when the feds came knocking in the late 1990s for one of the longest, most drawn-out antitrust cases in U.S. history. In what has been famously characterized as the 1998 "Rainman" deposition, Gates rocked back and forth in his chair, at times snapping at prosecuting attorney David Boies and generally behaving like a temperamental child. The thing is, it worked. Gates didn't give an inch. And roughly 10 years later, even Boies concedes that Gates' performance was spot on, both in the deposition and on the stand in court.
Transition Four: Captain of Industry to 'Venture Philanthropist'
It was a peculiar situation, though, when, in his early 40s, Gates found himself one of the richest men in the world and had to start thinking about giving away his money, while he was still hungry to earn more. His initial attempts at philanthropy did not go over well.
The Gates Library Foundation, founded in 1997, was widely criticized for being too modest (he initially funded it with $200 million) and for being self-serving. And indeed it was -- the mission of the foundation was to provide libraries in low-income communities with internet access and computers. While a worthy cause, Microsoft was also a beneficiary of the foundation's work.

