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.
Matt Blumberg founded Return Path in 1999 because he believed the world needed email to work better. He is passionate about enhancing the online relationship between email subscribers and marketers so that both sides of the equation benefit. It is with great pride that he has watched this initial creation grow to a company of more than 400 employees with a market-leading brand, innovative products, and the email industry's most renowned experts. Before Return Path, Blumberg ran marketing, product management, and the Internet group for Moviefone, Inc. (later acquired by AOL). Prior to that, he served as an associate with private equity firm General Atlantic Partners and was a consultant with Mercer Management Consulting. He holds a BA from Princeton University.
FOREWORD XIII ACKNOWLEDGMENTS XV ABOUT THE AUTHOR XIX INTRODUCTION XXI PART ONE: STORYTELLING 1 CHAPTER ONE: Dream the Possible Dream 3 CHAPTER TWO: Defi ning and Testing the Story 11 CHAPTER THREE: Telling the Story to Your Investors 19 CHAPTER FOUR: Telling the Story to Your Team 27 CHAPTER FIVE: Revising the Story 37 CHAPTER SIX: Bringing the Story to Life 47 PART TWO: BUILDING THE COMPANY S HUMAN CAPITAL 57 CHAPTER SEVEN: Fielding a Great Team 59 CHAPTER EIGHT: The CEO as Functional Supervisor 71 CHAPTER NINE: Crafting Your Company's Culture 77 CHAPTER TEN: The Hiring Challenge 87 CHAPTER ELEVEN: Every Day in Every Way, We Get a Little Better 99 CHAPTER TWELEVE: Compensation 111 CHAPTER THIRTEEN: Promoting 119 CHAPTER FOURTEEN: Rewarding: "It's the Little Things" That Matter 125 CHAPTER FIFTEEN: Managing Remote Offi ces and Employees 131 CHAPTER SIXTEEN: Firing: When It s Not Working 135 PART THREE: EXECUTION 143 CHAPTER SEVENTEEN: Creating a Company Operating System 145 CHAPTER EIGHTEEN: Creating Your Operating Plan and Setting Goals 149 CHAPTER NINETEEN: Making Sure There's Enough Money in the Bank 159 CHAPTER TWENTY: The Good, the Bad and the Ugly of Financing 165 CHAPTER TWENTY-ONE: When and How to Raise Money 175 CHAPTER TWENTY-TWO: Forecasting and Budgeting 181 CHAPTER TWENTY-THREE: Collecting Data 189 CHAPTER TWENTY-FOUR: Managing in Tough Times 195 CHAPTER TWENTY-FIVE: Meeting Routines 201 CHAPTER TWENTY-SIX: Driving Alignment 211 CHAPTER TWENTY-SEVEN" Have You Learned Your Lesson? 217 CHAPTER TWENTY-EIGHT: Going Global 223 CHAPTER TWENTY-NINE: The Role of M&A 229 CHAPTER THIRTY: Competition 239 CHAPTER THIRTY-ONE: Failure 243 PART FOUR: BUILDING AND LEADING A BOARD OF DIRECTORS 251 CHAPTER THIRTY-TWO: The Value of a Good Board 253 CHAPTER THIRTY-THREE: Building Your Board 257 CHAPTER THIRTY-FOUR: Board Meeting Materials 267 CHAPTER THIRTY-FIVE: Running Eff ective Board Meetings 271 CHAPTER THIRTY-SIX: Non Board Meeting Time 279 CHAPTER THIRTY-SEVEN: Decision Making and the Board 281 CHAPTER THIRTY-EIGHT: Working with the Board on Your Compensation and Review 287 CHAPTER THIRTY-NINE: Serving on Other Boards 293 PART FIVE: MANAGING YOURSELF SO YOU CAN MANAGE OTHERS 301 CHAPTER FORTY: Creating a Personal Operating System 303 CHAPTER FORTY-ONE: Working with an Executive Assistant 311 CHAPTER FORTY-TWO: Working with a Coach 317 CHAPTER FORTY-THREE: The Importance of Peer Groups 323 CHAPTER FORTY-FOUR: Staying Fresh 327 CHAPTER FORTY-FIVE: Your Family 337 CHAPTER FORTY-SIX: Traveling 345 CHAPTER FORTY-SEVEN: Taking Stock 349 A NOTE ON EXITS 355 CONCLUSION 359 WHAT DID I MISS? 360 BIBLIOGRAPHY 361 ABOUT THE COMPANION WEB SITE 365 INDEX 367 EXCERPT FROM STARTUP BOARDS 373