When you raise issues with the President try to come away with both that decision and also a precedent. Pose issues so as to evoke broader policy guidance. This can help to answer a range of similar issues likely to arise later.
Don't necessarily avoid sharp edges. Occasionally they are necessary to leadership.
Don't be a bottleneck. If a matter is not a decision for the President, or you delegate it. Force responsibility down and out. Find problem areas add structure and delegate. The pressure is to do the reverse. Resist it.
Be precise. A lack of precision is dangerous when the margin of error is small.