Startup CEO: A Field Guide to Scaling Up Your Business, + Website
Format: PDF / Kindle (mobi) / ePub
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.
single PDF in an order that makes sense to read from front to back. Then, when it’s all compiled into a single PDF, number the pages in the PDF. Even if some of the original documents are numbered themselves, it’s a good practice to have a single bold numbering scheme for the whole document. We wrote a simple Adobe Acrobat macro to accomplish this (available at www.startuprevolution.com). Sometimes, I send separate documents in the following cases: third-party documents like audits or valuations;
doing it well is knowing when to say “no” and take time for yourself. Management Moment Be Vulnerable Brad Feld has a great opening to a post on his blog with this same title: We are told that leaders must be strong. They must be confident. They must be unflinching. They must hide their fear. They must never blink. They cannot be soft in any way. Bullshit. It’s true that sometimes, some leaders need to be unflinching. If the president of the United States were to tell one of our enemies
participate in this process, especially as you get larger, raising money is the process of selling someone else on your vision of the business and of a world made better by it. This is awfully hard to delegate to someone else. CHAPTER FOUR TELLING THE STORY TO YOUR TEAM If you’ve spent enough time conceiving, writing, and revising your story and telling it to investors, you’re ready to move on to the next phase: telling it to your team. What is the goal you and your team are moving
which they’re completely unprepared and unsuited. Don’t simply rely on external hires to mitigate this risk. Develop your team to be effective managers. Make no mistake about it—this is a huge investment of time and money. (See Chapter 12 for more on development.) But it’s well worth the expense. The alternative is a culture without the possibility of advancement—with predictable effects on your team’s motivation. 5. We are hawkish about hiring from the outside. That said, sometimes expanding
employee’s performance, a demotion, or a significant drop in company performance—where a pay reduction seems called for? Individual pay reductions don’t usually work out too well. It’s not impossible to pull one off, especially with more senior people if it’s clear that their roles are outgrowing them, but it’s a huge demotivation, often leading to bad behavior and, more often than not, an employee’s departure. The best you can do is “redline” compensation: keep it the same indefinitely, with no