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Startup CEO: A Field Guide to Scaling Up Your Business, + Website

Book Description

A definitive book for any CEO—first time or otherwise—of a high-growth company

While big company CEOs are usually groomed for the job for years, startup CEOs aren't—and they're often young and relatively inexperienced in business in general. Author Matt Blumberg, a technology and marketing entrepreneur, knows this all too well. Back in 1999, he started a company called Return Path, which later became the driving force behind the creation of his blog, OnlyOnce—because "you're only a first time CEO once."

Now, more than a decade later, he's written Startup CEO. As the fifth book in the StartUp Revolution series, this reliable resource is based on Blumberg's experience as a startup CEO and covers a number of issues he's faced over the dozen years he's been a CEO.

  • Offers valuable insights into how the CEO sets the overall vision and strategy of the company and communicates it to all stakeholders

  • Discusses how to build a company's human capital by recruiting, hiring, and retaining the very best talent

  • Examines how a CEO must align available resources with the company's strategy in order to ensure success

  • Addresses what it takes to master the "How" of being a CEO—from leading an executive team to managing in any type of market

Engaging and informative, this book is essential reading for any, and every, CEO.

Table of Contents

  1. Cover Page
  2. Title Page
  3. Copyright
  4. Dedication
  5. CONTENTS
  6. FOREWORD
  7. ACKNOWLEDGMENTS
  8. ABOUT THE AUTHOR
  9. INTRODUCTION
  10. PART ONE: STORYTELLING
    1. CHAPTER ONE: DREAM THE POSSIBLE DREAM
      1. ENTREPRENEURSHIP AND CREATIVITY
      2. “A FASTER HORSE”
      3. VETTING IDEAS
    2. CHAPTER TWO: DEFINING AND TESTING THE STORY
      1. START OUT BY ADMITTING YOU'RE WRONG
      2. A LEAN BUSINESS PLAN TEMPLATE
    3. CHAPTER THREE: TELLING THE STORY TO YOUR INVESTORS
      1. THE BUSINESS PLAN IS DEAD—LONG LIVE THE BUSINESS PLAN
      2. THE INVESTOR PRESENTATION
      3. INVESTOR PRESENTATIONS FOR LARGER STARTUPS
    4. CHAPTER FOUR: TELLING THE STORY TO YOUR TEAM
      1. DEFINING YOUR MISSION, VISION, AND VALUES
      2. THE TOP-DOWN APPROACH
      3. THE BOTTOM-UP APPROACH
      4. THE HYBRID APPROACH
      5. DESIGN A LOFTY MISSION STATEMENT
    5. CHAPTER FIVE: REVISING THE STORY
      1. WORKSHOPPING
      2. KNOWING WHEN IT'S TIME TO MAKE A CHANGE
      3. CORPORATE PIVOTS: TELLING THE STORY DIFFERENTLY
      4. BUSINESS PIVOTS: TELLING A DIFFERENT STORY
    6. CHAPTER SIX: BRINGING THE STORY TO LIFE
      1. BUILDING YOUR COMPANY PURPOSEFULLY
      2. THE CRITICAL ELEMENTS OF COMPANY BUILDING
      3. ARTICULATING PURPOSE: THE MORAL OF THE STORY
      4. YOU CAN BE A FORCE FOR HELPING OTHERS—EVEN IF INDIRECTLY
  11. PART TWO: BUILDING THE COMPANY'S HUMAN CAPITAL
    1. CHAPTER SEVEN: FIELDING A GREAT TEAM
      1. FROM PROTOZOA TO PANCREAS
      2. THE BEST AND THE BRIGHTEST
      3. WHAT ABOUT HR?
      4. WHAT ABOUT SALES AND MARKETING?
      5. SCALING YOUR TEAM OVER TIME
    2. CHAPTER EIGHT: THE CEO AS FUNCTIONAL SUPERVISOR
      1. RULES FOR GENERAL MANAGERS
    3. CHAPTER NINE: CRAFTING YOUR COMPANY'S CULTURE
      1. INTRODUCING FIG WASP 879
      2. SIX LEGS AND A PAIR OF WINGS
      3. LET PEOPLE BE PEOPLE
      4. BUILD AN ENVIRONMENT OF TRUST
    4. CHAPTER TEN: THE HIRING CHALLENGE
      1. UNIQUE CHALLENGES FOR STARTUPS
      2. RECRUITING OUTSTANDING TALENT
      3. THE INTERVIEW: FILTERING POTENTIAL CANDIDATES
      4. ONBOARDING: THE FIRST 90 DAYS
    5. CHAPTER ELEVEN: EVERY DAY IN EVERY WAY, WE GET A LITTLE BETTER
      1. THE FEEDBACK MATRIX
      2. SOLICITING FEEDBACK ON YOUR OWN PERFORMANCE
      3. CRAFTING AND MEETING DEVELOPMENT PLANS
    6. CHAPTER TWELVE: COMPENSATION
      1. GENERAL GUIDELINES FOR DETERMINING COMPENSATION
      2. THE THREE ELEMENTS OF STARTUP COMPENSATION
    7. CHAPTER THIRTEEN: PROMOTING
      1. RECRUITING FROM WITHIN
      2. APPLYING THE “PETER PRINCIPLE” TO MANAGEMENT
      3. SCALING HORIZONTALLY
      4. PROMOTING RESPONSIBILITIES RATHER THAN SWAPPING TITLES
    8. CHAPTER FOURTEEN: REWARDING: “IT'S THE LITTLE THINGS” THAT MATTER
      1. IT NEVER GOES WITHOUT SAYING
      2. BUILDING A CULTURE OF APPRECIATION
    9. CHAPTER FIFTEEN: MANAGING REMOTE OFFICES AND EMPLOYEES
      1. BRICK-AND-MORTAR VALUES IN A VIRTUAL WORLD
      2. BEST PRACTICES FOR MANAGING REMOTE EMPLOYEES
    10. CHAPTER SIXTEEN: FIRING: WHEN IT'S NOT WORKING
      1. NO ONE SHOULD EVER BE SURPRISED TO BE FIRED
      2. TERMINATION AND THE LIMITS OF TRANSPARENCY
      3. LAYOFFS
  12. PART THREE: EXECUTION
    1. CHAPTER SEVENTEEN: CREATING A COMPANY OPERATING SYSTEM
      1. CREATING COMPANY RHYTHMS
      2. A MARATHON, OR A SPRINT?
    2. CHAPTER EIGHTEEN: CREATING YOUR OPERATING PLAN AND SETTING GOALS
      1. TURNING STRATEGIC PLANS INTO OPERATING PLANS
      2. FINANCIAL PLANNING
      3. BRINGING YOUR TEAM INTO ALIGNMENT WITH YOUR PLANS
      4. GUIDELINES FOR SETTING GOALS
    3. CHAPTER NINETEEN: MAKING SURE THERE'S ENOUGH MONEY IN THE BANK
      1. SCALING YOUR FINANCIAL INSTINCTS
      2. BOILING THE FROG
      3. TO GROW OR TO PROFIT? THAT IS THE QUESTION
    4. CHAPTER TWENTY: THE GOOD, THE BAD AND THE UGLY OF FINANCING
      1. EQUITY INVESTORS
      2. DEBT
      3. BOOTSTRAPPING
    5. CHAPTER TWENTY-ONE: WHEN AND HOW TO RAISE MONEY
      1. WHEN TO START LOOKING FOR MONEY
      2. THE TOP 11 TAKEAWAYS FOR FINANCING NEGOTIATIONS
    6. CHAPTER TWENTY-TWO: FORECASTING AND BUDGETING
      1. RIGOROUS FINANCIAL MODELING
      2. OF COURSE YOU'RE WRONG—BUT WRONG HOW?
      3. BUDGETING IN A CONTEXT OF UNCERTAINTY
      4. FORECAST, EARLY AND OFTEN
    7. CHAPTER TWENTY-THREE: COLLECTING DATA
      1. EXTERNAL DATA
      2. INTERNAL DATA
    8. CHAPTER TWENTY-FOUR: MANAGING IN TOUGH TIMES
      1. MANAGING IN AN ECONOMIC DOWNTURN
      2. ARTICULATE THE PROBLEM
    9. CHAPTER TWENTY-FIVE: MEETING ROUTINES
      1. LENCIONI'S MEETING FRAMEWORK
      2. SKIP-LEVEL MEETINGS
      3. RUNNING A PRODUCTIVE OFFSITE
    10. CHAPTER TWENTY-SIX: DRIVING ALIGNMENT
      1. FIVE KEYS TO STARTUP ALIGNMENT
      2. ALIGNING INDIVIDUAL INCENTIVES WITH GLOBAL GOALS
    11. CHAPTER TWENTY-SEVEN: HAVE YOU LEARNED YOUR LESSON?
      1. THE VALUE (AND LIMITATIONS) OF BENCHMARKING
      2. THE ART OF THE POSTMORTEM
    12. CHAPTER TWENTY-EIGHT: GOING GLOBAL
      1. SHOULD YOUR BUSINESS GO GLOBAL?
      2. HOW TO ESTABLISH A GLOBAL PRESENCE
      3. OVERCOMING THE CHALLENGES OF GOING GLOBAL
      4. BEST PRACTICES FOR MANAGING INTERNATIONAL OFFICES AND EMPLOYEES
    13. CHAPTER TWENTY-NINE: THE ROLE OF M&A
      1. USING ACQUISITIONS AS A TOOL IN YOUR STRATEGIC ARSENAL
      2. THE MECHANICS OF FINANCING AND CLOSING ACQUISITIONS
      3. THE FLIP SIDE OF M&A: DIVESTITURE
      4. ODDS AND ENDS
      5. INTEGRATION (AND SEPARATION)
    14. CHAPTER THIRTY: COMPETITION
      1. PLAYING HARDBALL
      2. PLAYING OFFENSE VERSUS PLAYING DEFENSE
      3. GOOD AND BAD COMPETITORS
    15. CHAPTER THIRTY-ONE: FAILURE
      1. FAILURE AND THE STARTUP MODEL
      2. FAILURE IS NOT AN ORPHAN
  13. PART FOUR: BUILDING AND LEADING A BOARD OF DIRECTORS
    1. CHAPTER THIRTY-TWO: THE VALUE OF A GOOD BOARD
      1. WHY HAVE A BOARD?
    2. CHAPTER THIRTY-THREE: BUILDING YOUR BOARD
      1. WHAT MAKES A GREAT BOARD MEMBER?
      2. RECRUITING A BOARD MEMBER
      3. COMPENSATING YOUR BOARD
      4. BOARDS AS TEAMS
      5. STRUCTURING YOUR BOARD
      6. RUNNING A BOARD FEEDBACK PROCESS
      7. BUILDING AN ADVISORY BOARD
    3. CHAPTER THIRTY-FOUR: BOARD MEETING MATERIALS
      1. THE BOARD BOOK
      2. THE VALUE OF PREPARING FOR BOARD MEETINGS
    4. CHAPTER THIRTY-FIVE: RUNNING EFFECTIVE BOARD MEETINGS
      1. SCHEDULING BOARD MEETINGS
      2. BUILDING A FORWARD-LOOKING AGENDA
      3. IN-MEETING MATERIALS
      4. PROTOCOL
      5. EXECUTIVE AND CLOSED SESSIONS
    5. CHAPTER THIRTY-SIX: NON–BOARD MEETING TIME
      1. AD HOC MEETINGS
      2. PRE-MEETINGS
      3. SOCIAL OUTINGS
    6. CHAPTER THIRTY-SEVEN: DECISION MAKING AND THE BOARD
      1. THE BUCK STOPS—WHERE?
      2. MAKING DIFFICULT DECISIONS IN CONCERT
      3. MANAGING CONFLICT WITH YOUR BOARD
    7. CHAPTER THIRTY-EIGHT: WORKING WITH THE BOARD ON YOUR COMPENSATION AND REVIEW
      1. THE CEO'S PERFORMANCE REVIEW
      2. YOUR COMPENSATION
      3. EXPENSES
    8. CHAPTER THIRTY-NINE: SERVING ON OTHER BOARDS
      1. THE BASICS OF SERVING ON OTHER BOARDS
      2. SUBSTANCE OR STYLE?
  14. PART FIVE: MANAGING YOURSELF SO YOU CAN MANAGE OTHERS
    1. CHAPTER FORTY: CREATING A PERSONAL OPERATING SYSTEM
      1. MANAGING YOUR AGENDA
      2. MANAGING YOUR CALENDAR
      3. MANAGING YOUR TIME
      4. FEEDBACK LOOPS
    2. CHAPTER FORTY-ONE: WORKING WITH AN EXECUTIVE ASSISTANT
      1. FINDING AN EXECUTIVE ASSISTANT
      2. WHAT AN EXECUTIVE ASSISTANT DOES
    3. CHAPTER FORTY-TWO: WORKING WITH A COACH
      1. THE VALUE OF EXECUTIVE COACHES
      2. AREAS WHERE AN EXECUTIVE COACH CAN HELP
    4. CHAPTER FORTY-THREE: THE IMPORTANCE OF PEER GROUPS
      1. THE GANG OF SIX
      2. PROBLEM SOLVING IN TANDEM
    5. CHAPTER FORTY-FOUR: STAYING FRESH
      1. MANAGING THE HIGHS AND LOWS
      2. STAYING MENTALLY FRESH
      3. STAYING HEALTHY
      4. ME TIME
    6. CHAPTER FORTY-FIVE: YOUR FAMILY
      1. MAKING ROOM FOR HOME LIFE
      2. INVOLVING FAMILY IN WORK
      3. BRINGING WORK PRINCIPLES HOME
    7. CHAPTER FORTY-SIX: TRAVELING
      1. SEALING THE DEAL WITH A HANDSHAKE
      2. MAKING THE MOST OF TRAVEL TIME
      3. STAYING DISCIPLINED ON THE ROAD
    8. CHAPTER FORTY-SEVEN: TAKING STOCK
      1. CELEBRATING “YES”; ADDRESSING “NO”
      2. ARE YOU HAVING FUN?
      3. ARE YOU LEARNING AND GROWING AS A PROFESSIONAL?
      4. IS IT FINANCIALLY REWARDING?
      5. ARE YOU MAKING AN IMPACT?
  15. A NOTE ON EXITS
    1. FIVE RULES OF THUMB FOR SUCCESSFULLY SELLING YOUR COMPANY
  16. CONCLUSION
  17. WHAT DID I MISS?
  18. BIBLIOGRAPHY
  19. ABOUT THE COMPANION WEB SITE
  20. INDEX
  21. EXCERPT FROM STARTUP BOARDS