Home Page Icon
Home Page
Table of Contents for
Cover
Close
Cover
by Matt Blumberg
Startup CEO, 2nd Edition
Cover
Foreword
Acknowledgments
About the Author
Introduction
Chapter 1: The Importance of Authentic Leadership in Changing Times
What Is Authentic Leadership?
Part One: Storytelling
Chapter 2: Dream the Possible Dream
Entrepreneurship and Creativity
“A Faster Horse”
Vetting Ideas
Chapter 3: Defining and Testing the Story
Start Out by Admitting You're Wrong
A Lean Business Plan Template
Chapter 4: Telling the Story to Your Investors
The Business Plan Is Dead – Long Live the Business Plan
The Investor Presentation
Investor Presentations for Larger Startups
Chapter 5: Telling the Story to Your Team
Defining Your Mission, Vision, and Values
The Top‐Down Approach
The Bottom‐Up Approach
The Hybrid Approach
Design a Lofty Mission Statement
Chapter 6: Revising the Story
Workshopping
Knowing When It's Time to Make a Change
Corporate Pivots: Telling the Story Differently
Business Pivots: Telling a Different Story
Chapter 7: Bringing the Story to Life
Building Your Company Purposefully
The Critical Elements of Company Building
Articulating Purpose: The Moral of the Story
You Can Be a Force for Helping Others – Even If Indirectly
Part Two: Building the Company's Human Capital
Chapter 8: Fielding a Great Team
From Protozoa to Pancreas
The Best and the Brightest
What about HR?
What About Sales and Marketing?
Scaling Your Team Over Time
Chapter 9: The CEO as Functional Supervisor
Rules for General Managers
Chapter 10: Crafting Your Company's Culture
Introducing Fig Wasp 879
Six Legs and a Pair of Wings
Let People Be People
Build an Environment of Trust
Chapter 11: The Hiring Challenge
Unique Challenges for Startups
Recruiting Outstanding Talent
The Interview: Filtering Potential Candidates
Onboarding: The First 90 Days
Chapter 12: Every Day in Every Way, We Get a Little Better
The Feedback Matrix
Soliciting Feedback on Your Own Performance
Crafting and Meeting Development Plans
Chapter 13: Compensation
General Guidelines for Determining Compensation
The Three Elements of Startup Compensation
Chapter 14: Promoting
Recruiting from Within
Applying the “Peter Principle” to Management
Scaling Horizontally
Promoting Responsibilities Rather than Swapping Titles
Chapter 15: Rewarding: “It's the Little Things” That Matter
It Never Goes without Saying
Building a Culture of Appreciation
Chapter 16: Managing Remote Offices and Employees
Brick‐and‐Mortar Values in a Virtual World
Best Practices for Managing Remote Employees
Chapter 17: Firing: When It's Not Working
No One Should Ever Be Surprised to Be Fired
Layoffs
Part Three: Execution
Chapter 18: Creating a Company Operating System
Creating Company Rhythms
A Marathon, or a Sprint?
Chapter 19: Creating Your Operating Plan and Setting Goals
Turning Strategic Plans into Operating Plans
Financial Planning
Bringing Your Team into Alignment with Your Plans
Guidelines for Setting Goals
Chapter 20: Making Sure There's Enough Money in the Bank
Scaling Your Financial Instincts
Boiling the Frog
To Grow or to Profit? That Is the Question
Chapter 21: The Good, the Bad, and the Ugly of Financing
Equity Investors
Debt
Bootstrapping
Chapter 22: When and How to Raise Money
When to Start Looking for VC Money
The Top 11 Takeaways for Financing Negotiations
Chapter 23: Forecasting and Budgeting
Rigorous Financial Modeling
Of Course You're Wrong – But Wrong How?
Budgeting in a Context of Uncertainty
Forecast, Early and Often
Chapter 24: Collecting Data
External Data
Internal Data
Chapter 25: Managing in Tough Times
Managing in an Economic Downturn
Managing in a Difficult Business Situation
Chapter 26: Meeting Routines
Lencioni’s Meeting Framework
Skip‐Level Meetings
Running a Productive Offsite
Chapter 27: Driving Alignment
Five Keys to Startup Alignment
Aligning Individual Incentives with Global Goals
Chapter 28: Have You Learned Your Lesson?
The Value (and Limitations) of Benchmarking
The Art of the Postmortem
Chapter 29: Going Global
Should Your Business Go Global?
How to Establish a Global Presence
Overcoming the Challenges of Going Global
Best Practices for Managing International Offices and Employees
Chapter 30: The Role of M&A
Using Acquisitions as a Tool in Your Strategic Arsenal
The Mechanics of Financing and Closing Acquisitions
The Flipside of M&A: Divestiture
Odds and Ends
Integration (and Separation)
Chapter 31: Competition
Playing Hardball
Playing Offense versus Playing Defense
Good and Bad Competitors
Chapter 32: Failure
Failure and the Startup Model
Failure Is Not an Orphan
Part Four: Building and Leading a Board of Directors
Chapter 33: The Value of a Good Board
Why Have a Board?
Chapter 34: Building Your Board
What Makes a Great Board Member?
Recruiting a Board Member
Compensating Your Board
Boards as Teams
Structuring Your Board
Running a Board Feedback Process
Building an Advisory Board
Chapter 35: Board Meeting Materials
The Board Book
The Value of Preparing for Board Meetings
Chapter 36: Running Effective Board Meetings
Scheduling Board Meetings
Building a Forward‐Looking Agenda
In‐Meeting Materials
Protocol
Executive and Closed Sessions
Chapter 37: Non–Board Meeting Time
Ad Hoc Meetings
Pre‐meetings
Social Outings
Chapter 38: Decision Making and the Board
The Buck Stops – Where?
Making Difficult Decisions in Concert
Managing Conflict with Your Board
Chapter 39: Working with the Board on Your Compensation and Review
The CEO's Performance Review
Your Compensation
Expenses
Chapter 40: Serving on Other Boards
The Basics of Serving on Other Boards
Substance or Style?
Part Five: Managing Yourself So You Can Manage Others
Chapter 41: Creating a Personal Operating System
Managing Your Agenda
Managing Your Calendar
Managing Your Time
Feedback Loops
Chapter 42: Working with an Executive Assistant
Finding an Executive Assistant
What an Executive Assistant Does
Chapter 43: Working with a Coach
The Value of Executive Coaches
Areas Where an Executive Coach Can Help
Chapter 44: The Importance of Peer Groups
The Gang of Six
Problem Solving in Tandem
Chapter 45: Staying Fresh
Managing the Highs and Lows
Staying Mentally Fresh
Staying Healthy
Me Time
Chapter 46: Your Family
Making Room for Home Life
Involving Family in Work
Bringing Work Principles Home
Chapter 47: Traveling
Sealing the Deal with a Handshake
Making the Most of Travel Time
Staying Disciplined on the Road
Chapter 48: Taking Stock of the Year
Celebrating “Yes”; Addressing “No”
Are You Having Fun?
Are You Learning and Growing as a Professional?
Is It Financially Rewarding?
Are You Making an Impact?
Part Six: Selling Your Company
Chapter 49: A Note on Exits
Chapter 50: Preparing Yourself for an Exit
How Do You Know It's Time to Sell?
Mental Preparation
Brace for Impact
Chapter 51: Preparing Your Company for an Exit
Private Discussions versus Public Discussions
Due Diligence and Disclosure Schedules
Chapter 52: The Sale Process
The Arcs of a Deal
Principals versus Outside Advisers
Optimizing for Different Stakeholders
Chapter 53: Transition and Integration
The Most Important Thing
The All‐Hands
Passing the Baton
Integration
Chapter 54: Thinking about Your Next Step
Downshift and Take Time Off
Sharpen the Saw
Telling Your Story, and the Ultimate Postmortem
Next!
Conclusion
Bibliography
What's Next?
Index
End User License Agreement
Search in book...
Toggle Font Controls
Playlists
Add To
Create new playlist
Name your new playlist
Playlist description (optional)
Cancel
Create playlist
Sign In
Email address
Password
Forgot Password?
Create account
Login
or
Continue with Facebook
Continue with Google
Sign Up
Full Name
Email address
Confirm Email Address
Password
Login
Create account
or
Continue with Facebook
Continue with Google
Next
Next Chapter
Table of Contents
Add Highlight
No Comment
..................Content has been hidden....................
You can't read the all page of ebook, please click
here
login for view all page.
Day Mode
Cloud Mode
Night Mode
Reset