Lead upwards how startup joiners can impact new ventures, build amazing careers, and inspire great teams
| Other Authors: | |
|---|---|
| Format: | eBook |
| Language: | Inglés |
| Published: |
Hoboken, New Jersey :
John Wiley & Sons, Inc
[2022]
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| Subjects: | |
| See on Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009660439706719 |
Table of Contents:
- Cover
- Title Page
- Copyright Page
- Contents
- Introduction: Why Startup Leadership Matters At Every Level
- Part I Becoming A Startup Executive
- Chapter One What It's Really Like to Be an Executive at a Startup-and How It's Different from Being a Director or Manager
- What Does a Startup Executive Really Do?
- A Startup Executive's Schedule: A Week in the Life, at A Glance
- Other Differences Between Non-executive and Executive Roles
- Accountability at The Highest Business Levels
- Owning The "Why" of the Work
- Departmental Understanding Beyond One Narrow Area
- Responsibility for building and Leading A high-Performing Team
- Simply Put: It's a Bigger Commitment
- Less Companionship and Camaraderie with Other Non-executive Startup Employees
- Executives Have the Most Context of Anyone in the Department
- Who's Qualified to be A startup Executive?
- No One is Truly Qualified to Be a Startup Executive Before They've Done It Before
- What Qualifications and Skills are Essential on the Job as a Startup Leader
- Many Scaling Startups Bring in Leaders from Big Companies
- Executive Coach and Former Microsoft North America CFO John Rex: Advice for Scaling Startup Leaders
- Scaling is Hard in Both Directions
- Learn To Delegate with Capable Talent as you Scale
- Early-Stage Startup Vs. Scale-up Leadership Mindset
- Startup Leaders Can't Get Stuck at 30,000 Feet
- Chapter Two Bridging The transition from manager To executive: How Leaders Got Their First Role
- Making The leadership Transition: You don't Have to be "fully Ready" to go For it
- How They Got Their First Executive Role: Real Stories from Startup Executives
- Mindy Lauck on Being a Non-founder Startup Team Member Promoted to Executive, and Then CEO (twice!).
- Challenge for First-time Executives: Sam Mckenna Shares Her Story of Being Promoted to Vice President of Sales
- Making the Transition by Learning to Work Differently
- From Big Company Leader to Startup Executive: COO Erin Rand's Story
- Nail the Leap: Start as a "head of" and Make the Title Official Once you've Proven Your Success
- Consulting as a Path to de-risking your First Executive Role
- Chapter Three Understanding and Evaluating your Fit at Various Startups
- Choosing A startup That's Right for you
- Why Questions Matter
- Some Sample Questions to Explore in the Interview Process
- Other Considerations
- What's the market and What's The problem The company is Solving (and Do You care?)
- Research the Competition/market
- Research the Team Through your Connections and/or Public Review Sites Like Linkedin and Glassdoor
- Assess The co-founder Relationship
- Understand The startup's Stage and How it Aligns With your Goals
- Do you align with the Leadership Team?
- Other Kinds of fit To look Out for
- Some Examples of fit
- Assess The maturity of your Startup's Diversity and Inclusion
- What's your Startup-stage Risk Tolerance?
- How Much Execution and "getting your Hands Dirty" Are you Comfortable with Right Away?
- Determining your Ideal Startup Stage
- Chapter Four Landing your Next Startup Executive Role: Leveling Up Within your Current Organization or Seeking A role Elsewhere
- My First Executive Role: Joining an early-stage Startup and Getting Promoted to VP
- How Analiese Brown, VP Of people at Campminder, Got Promoted into Her First Executive Startup Role
- Generalist to Specialist: How to "Come Up" as an Executive in your Area of Specialization
- Learn to balance the tactical and The strategic
- Understand Business Areas Outside your "Comfort Zone"
- Embrace A learning or "growth" Mindset.
- How Nicole Wojno Smith, VP of Marketing at Tackle, Got Her First Executive Role by Leveling Up Within Her Then-organization
- How Smith "leveled Up" by Building a Partnership with the C-level Team
- Mastering Data-driven Storytelling Around Business Objectives
- Gain a Deeper Understanding of Cross-functional Partners and Their Roles
- Partner Closely with Your Finance Leadership (unless You're The CFO
- in That Case, Partner with Every Other Executive Team)
- Start Unofficially Recruiting Your "bench" Dream Team for Your Department
- Leveling Up in the Engineering Side of the Business: Jeff Ammons
- Learning to Let Go of Being the One to Write Code and Shifting to Empowering His Team
- On Internal Promotions: Nick Mehta's Perspective as Ceo of Gainsight
- Getting Hired: Landing The role
- Internal Promotions to executive Are Possible, but Not at Every Company
- Chapter Five Get The offer and Secure Your Executive Seat
- Find Your First (or Next) Executive Role
- Interviewing For your Executive Role
- Navigating The often Byzantine Startup Hiring Process
- The Interview Process
- Understand the Presentation Tech Stack and Practice Your Presentation With friends
- Meeting With the CEO: Understand Their Vision
- When the Startup's Hiring Process Goes Awry
- Getting The offer
- Compensation Breakdown
- Negotiating The offer
- Do Your Research
- Risk Vs. Reward: A note About Equity
- Find Out the Percentage of Equity Being Received and Its Current Value
- Understand Your Vesting Schedule In your Offer
- Find Out The tax Implications of your Equity
- Hire an Accountant as Soon as You Accept an Offer
- A Note on Early-stage Equity
- Hire A lawyer to review Your Offer Letter and Contract
- Negotiating Your Title
- Cash Vs. Equity: Food for thought
- More On equity and Cap Tables for under-represented Startup Leaders.
- A Word: If The deal Goes South While You're In negotiations
- After You Sign the Deal
- Part II Getting Started: Nail Your First 90 days
- Chapter Six Define Your Goals and Align With your CEO and Board on success
- Your First 90 Days: Onboarding to Your New Role and Proving Your Value to the Organization
- Don't Be shy About Making An impact Right Away
- Get Points on the Board Early by Focusing on Accomplishing Several Low Effort, High Impact Initiatives In your First 90 days
- Work With your CEO to identify Success
- "Are We seeing The same Game?"
- Advice From a CEO To startup Executives: Remember That The CEO Role Is Tough
- Onboarding Successfully As a Startup Leader Requires Balancing Short-term Wins With long-term Priorities
- Setting Your Objectives and Key Results (OKRs)
- Setting OKRs-example: Sample Marketing OKRs
- Okrs and Bonus Compensation
- Delivering Your First Quarterly Business Review (QBR)
- Here's a Guide for What to Include in Your First 90-day QBR Presentation
- Chapter Seven Build Key Relationships: CEO, Board, Team
- Building A relationship With your CEO And/or Co-founder
- Here's a Sample CEO 1:1 Agenda
- Building Trust with Your CEO: Values Alignment
- Set Up Communication Expectations with Your CEO and Leadership Team
- Get to Know Your Cross-functional Partners and Build Rapport
- Learn How Your Key Stakeholders Like to Work
- Don't Be Afraid to Disagree-respectfully
- Why Companies Bring in "Big Company Executives" and How to Work with Them If You're Coming from a Startup Background
- Building Strong Relationships With your Board
- Managing to your Board's Expectations
- Learn The interests, Hobbies, and Family Members of your Executive Team
- Chapter Eight Know Thyself: Strengths, Weaknesses, and Areas To improve
- Your Relationship With yourself As a Startup Leader.
- Identifying Your Strengths
- Weaknesses: Things That Make You feel Imposter Syndrome Until You address Them
- Expect To hire Around Your Weeknesses but Seek To understand Them and Not Avoid Them
- Understanding How To handle Weaknesses
- Measuring Your Effectiveness As an Engineering Leader: Get Honest About Your Skills As you Try To level Up
- Being Honest About Our Stortcomings: Entrepreneur Rand Fishkin's Perspective
- Identify: What Are You not Strong at That You'll Want To improve?
- Hiring for Complementary Skills
- Going Deeper: Getting to know Our Motivations
- Focusing on Adding Value, Regardless of title
- Embrace Improv as a Way to become A more Present, Collaborative Leader
- Get To know Yourself Through "personal Retrospectives"
- Exercise: Personal Retrospective, by April Wensel
- Exercise: Happiness and Fulfillment Timeline by Dave King (adapted From stanford Graduate School of business)
- Understanding Our Privilege and How It Impacts Our Work
- Embracing All of Ourselves, Including Our "shadow" Sides
- Are You Outsourcing a Part of Yourself to Your Team?
- Creating Healthy Boundaries
- Chapter Nine Learn the Company Culture and Define It with Your Team
- Understanding Startup Values
- Company Values Drive Behavior
- Other Ways Culture Is Impacted by Values
- Creating A high-performance, Supportive Culture On your Team
- Building Trust Among Your Team As a Startup Leader
- Creating A culture That Isn't "always-on"
- Creating Inclusive Teams Where Individuals from Diverse Backgrounds Can Excel Together
- Creating "Balance" on Teams
- Creating Healthy Work Expectations That Support Inclusivity Among Your Team
- Cultivate Psychological Safety on your Teams
- Compassionate Bosses Make People's Lives Better, So aspire to be One of them
- Get To know Your Team As individuals.
- Part III Building and Managing Your Team and Department.
