Оглавление
Sarah E. Brown. Lead Upwards
Table of Contents
Guide
Pages
LEAD UPWARDS. HOW STARTUP JOINERS CAN IMPACT NEW VENTURES, BUILD AMAZING CAREERS, AND INSPIRE GREAT TEAMS
Introduction: Why Startup Leadership Matters at Every Level
NOTES
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
NOTES
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
NOTE
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
NOTES
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
NOTES
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
NOTE
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
NOTE
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
NOTES
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
NOTES
CHAPTER TEN Recruit Smart and Build Belonging
RECRUITING NEW TEAM MEMBERS
WHAT TO DO IF YOU'VE INHERITED A TEAM
HIRING YOUR TEAM
DESIGNING YOUR ORGANIZATION CHART
HIRING TIP: CREATE A SCORECARD
REDUCING BIAS IN THE HIRING PROCESS
CULTIVATING EQUITABLE, DIVERSE, AND INCLUSIVE TEAMS
HIRING PEOPLE: HOW TO RETAIN TALENT ON YOUR TEAM IN TODAY'S COMPETITIVE LABOR MARKET
NOTES
CHAPTER ELEVEN Alignment: Set the Strategy to Get Your Team Working Toward the Same Vision and Goals
HELP YOUR TEAM TO UNDERSTAND THE MISSION AND THE “WHY” BEHIND THE STRATEGY
SETTING OKRS WITH YOUR TEAM
BONUSES TIED TO OKRS
UNDERPERFORMING TEAM MEMBERS. When It's a Temporary Thing
When the Performance Issue Doesn't Improve Over Time
GET IN THE WEEDS IN ORDER TO UNDERSTAND THE NATURE OF PROBLEMS
LEAD WITH THE BEHAVIOR YOU WANT TO SEE
CONFLICTS ON YOUR TEAM: HOW TO IDENTIFY AND WORK THROUGH THEM
PAY ATTENTION TO THE DETAILS LONGER THAN FEELS NECESSARY
NOTES
CHAPTER TWELVE Attunement: Creating a Culture Where People Contribute Their Best Work
BEGIN WITH THE GOAL IN MIND: EMPLOYEE EMPOWERMENT
MAKE BUILDING A HEALTHY CULTURE A TEAM PRIORITY
TEAM EMPOWERMENT STARTS WITH BUILDING TRUST
GET SUPPORT ALONG YOUR JOURNEY THROUGH A SUPPORT CIRCLE
ENSURE YOUR TEAM HAS ENOUGH RESOURCES TO BE SUCCESSFUL
LET YOUR TEAM KNOW YOU, TO THE DEGREE YOU FEEL COMFORTABLE WITH
EMPOWERING YOUR TEAM TO DELIVER AND LET GO OF TASKS IN YOUR “ZONE OF EXCELLENCE”
BUILD PSYCHOLOGICAL SAFETY BY CREATING AN ENVIRONMENT WHERE MISTAKES ARE HANDLED WITH CARE, NOT BLAME
CONSIDER INSTITUTING A “NO MEETING” DAY
A WORD ON BEING A MEMBER OF AN UNDER‐REPRESENTED GROUP AND NAVIGATING MAKING MISTAKES
CREATE A ROADMAP WITH INDIVIDUAL PREFERENCES AND AGREEMENTS FOR WORKING TOGETHER AS A TEAM
NOTE
CHAPTER THIRTEEN Building a High‐performance Team Culture
STEPS TO BUILDING A CULTURE OF SUCCESS
CREATING A PERFORMANCE CADENCE WITH YOUR TEAM
THE 1:1S WITH YOUR DIRECT REPORTS
CREATE BETTER 1:1S BY ASKING BETTER QUESTIONS
GOAL SETTING AND OKRs
CARVE OUT TIME TO TALK CAREERS AND GIVE FEEDBACK
SMALL GESTURES ADD UP TO A CARING MANAGEMENT STYLE
MEETINGS: HOW MANY DO YOU REALLY NEED TO BE IN?
IS THIS MEETING SET UP TO FAIL? HERE ARE WARNING SIGNS THIS WON'T BE A PRODUCTIVE MEETING
MANAGEMENT TIP: DON'T SEND “CAN WE TALK” MESSAGES TO YOUR TEAM
BE EMPATHETIC TO WHAT PEOPLE ARE GOING THROUGH WHILE SETTING HEALTHY BOUNDARIES
BUILD FEEDBACK INTO YOUR REGULAR COMMUNICATION AND PROCESSES
BEWARE THE PITFALLS OF “SKIP LEVELS”
SOLVING CONFLICTS ON YOUR TEAM
ENSURING YOUR TEAM (INCLUDING YOU) TAKES ADEQUATE TIME OFF
TAKE TIME TO REALLY UNPLUG YOURSELF TO SHOW YOUR TEAM THAT'S THE CULTURE
Move It!
CULTIVATE AS FLEXIBLE A WORK ENVIRONMENT AS POSSIBLE
EMBRACE FEELINGS WHILE ESTABLISHING HEALTHY BOUNDARIES AROUND HOW YOU DEAL WITH THEM
DEFINING SUCCESS AND TRUE OWNERSHIP
GET YOUR REPORTS TO THINK LIKE OWNERS
A NAVY VETERAN SHARES THE CASE AGAINST COMMAND AND CONTROL LEADERSHIP
HAVE YOUR TEAM'S BACK
LET YOUR TEAM KNOW IT'S SAFE TO MAKE MISTAKES, AS LONG AS THEY LEARN FROM THEM
TEACH YOUR TEAM TO PROBLEM‐SOLVE AND LET THEM DO THINGS IN DIFFERENT WAYS THAN YOU WOULD
IF YOU'RE GOING TO BE A MANAGER, DECIDE TO CARE ABOUT PEOPLE PROBLEMS
INVEST IN LEARNING HOW TO BECOME A MORE INCLUSIVE LEADER
HAVE FUN AS A TEAM!
PRACTICE REPAIR AND BUILD IT INTO YOUR TEAM RHYTHM
DO RETROSPECTIVES TO ENSURE THE TEAM SHARES THEIR VOICES AND GROWS WISER
RETROSPECTIVE PROCESS (START–STOP–CONTINUE)
NOTES
CHAPTER FOURTEEN Level Up to Scale with Your Startup
MAKE AN INVENTORY OF THE THINGS YOU'D LIKE TO WORK ON
HOW TO GET THE MOST OUT OF WORKING WITH AN EXECUTIVE COACH
BEYOND COACHING: THERAPY IS A GREAT OPTION
YOUR GROWTH IS UP TO YOU
CHAPTER FIFTEEN Leading in a Post‐covid World
AS THE WORLD HAS CHANGED, PRIORITIES HAVE SHIFTED FOR MANY OF US
SINCE REMOTE WORK IS HERE TO STAY, HERE'S HOW TO DO IT: IDENTIFY AND SOCIALIZE THE SYSTEMS YOU'LL USE FOR COMMUNICATION AND TRACKING WORK
PLAN TO WORK AROUND TEAMS' SCHEDULES AND TIME ZONES
CREATE PREDICTABILITY IN YOUR OPERATING CADENCE
LEVERAGE OKRs TO KEEP EVERYONE ALIGNED
TAKE EXTRA TIME TO CHECK IN ON HOW PEOPLE ARE DOING
SET SAFETY PROTOCOLS AND CONSIDER HIRING A COVID SAFETY OFFICER TO GATHER IN PERSON
JOSH ASHTON'S STORY: LEADING HIS TEAM AS CHIEF PEOPLE OFFICER AT TRINEO DURING THE PANDEMIC
REMEMBER THAT EVERYONE IS STRUGGLING WITH SOMETHING DIFFERENT
NOTES
CHAPTER SIXTEEN Managing Up: How to Work with Your CEO and Board
WORK WELL WITH YOUR CEO BY UNDERSTANDING THEIR PREFERRED WORK STYLE: FOUNDER HITEN SHAH'S STORY
NOTE: YOUR CEO MAY NOT BE AWARE OF ALL OF THEIR PREFERENCES (BUT THEY STILL HAVE THEM)
GETTING TO KNOW THE BOARD BY CONNECTING DIRECTLY WITH AT LEAST ONE MEMBER
ALWAYS BE CONCISE IN YOUR COMMUNICATION WITH YOUR BOARD
NICK MEHTA'S ADVICE: FOCUS ON THE METRIC THAT THE BOARDS CARE MOST ABOUT
MANAGE YOUR TIME WELL DURING THE BOARD MEETING
UNDERSTANDING WHAT YOUR BOARD REALLY CARES ABOUT
A WORD OF ADVICE: DON'T OVER‐PROMISE TO THE BOARD
CHAPTER SEVENTEEN When Things Go Pear‐shaped: Navigating Challenges, Setbacks, Failure, and Departures
LEARN TO PRACTICE COMPASSION TOWARDS YOURSELF WHEN DIFFICULTY AND FAILURE HAPPEN (BECAUSE THEY WILL)
PRACTICE SELF‐COMPASSION WHEN THINGS ARE HARD AT WORK
UNDERSTAND THAT PEOPLE REACT DIFFERENTLY UNDER STRESS
TREAT PEOPLE WITH RESPECT, ALWAYS
WHAT TO DO IF A COLLEAGUE QUESTIONS YOUR IMPACT
IF YOU FAIL AND GET LET GO, OR MESS UP IN A BIG WAY, YOU STILL BELONG IN THE STARTUP WORLD AND YOU'RE GOING TO BE OK
WHEN YOU GET PASSED OVER FOR A PROMOTION OR A ROLE
NORMALIZING SET‐BACKS AND GIVING YOURSELF PERMISSION TO FAIL AND LEARN
IS IT TIME TO CALL IT QUITS? NO ONE GETS TO DECIDE WHEN YOU STOP BEING A STARTUP LEADER BUT YOU
REFRAMING FAILURE AS ANOTHER LEARNING OPPORTUNITY
OTHER TYPES OF SETBACKS. Not Growing Fast Enough
Your Department Is Underperforming (As a Whole)
Someone or Some Area of Your Team Specifically Is Underperforming
The Business Isn't on Track to Hit Goals and You're Not Responsible
The Business Isn't on Track to Hit Goals and You're Responsible
You Missed an OKR
OTHER THINGS THAT CAN GO WRONG AND HOW TO DEAL WITH THEM. Your Cross‐functional Department Head Fails
What To Do When a Failing Executive Tries to Take Down Your organization With Them
Your Organization and/or Business Is Going Well But You're Burnt Out or Facing Another Personal Challenge That's Difficult
ADVERSITY IN THE STARTUP WORLD IS A FEATURE, NOT A BUG
NAVIGATING PIVOTS SUCCESSFULLY AS A STARTUP LEADER
TREAT PIVOTS AS A CHANCE TO BECOME A BETTER COMPANY
IN TIMES OF CRISIS, UNDERSTAND YOUR CIRCLE OF CONTROL
STAY AND ACCEPT, TRY TO CHANGE THINGS, OR LEAVE?
IN TIMES OF MAJOR CHANGE, CONSIDER HAVING AN “ON THE BUS OR OFF THE BUS” CONVERSATION WITH YOUR TEAM
IF YOU STAY, KNOW YOU WON'T AGREE WITH ALL DECISIONS
TURNING A STARTUP PIVOT INTO A STARTUP LEADERSHIP ADVANCEMENT OPPORTUNITY: MINDY LAUCK, CEO OF BROADLY
DON'T TRIANGULATE: IDENTIFY “YOU TWO” PROBLEMS
ON THE FAME/BLAME CYCLE—WHEN THE HIGHS ARE HIGH AND THE LOWS ARE LOW
DEPARTURES: WHEN IT'S TIME TO MOVE ON FROM YOUR ROLE
DECIDING WHEN IT'S TIME TO MOVE ON
QUESTIONS YOU CAN ASK WHEN DECIDING WHETHER TO LEAVE YOUR EXECUTIVE ROLE
HOW TO LEAVE A ROLE LIKE AN EXECUTIVE
HOW TO GIVE NOTICE
WHEN YOU GIVE NOTICE: BE PREPARED TO BE ASKED TO CLOSE YOUR LAPTOP ON THE SPOT
A WORD OF ADVICE: RESPECT THE COMPANY'S INTELLECTUAL PROPERTY (IP) AND DON'T TAKE IT UPON DEPARTURE
ANOTHER WORD OF ADVICE: BE CAREFUL ABOUT POACHING EMPLOYEES (AT LEAST RIGHT AWAY)
EXERCISING YOUR VESTED EQUITY AROUND YOUR DEPARTURE
TAKING TIME OFF IN BETWEEN JOBS
MAKE A COMMUNICATION PLAN
KEEP IT POSITIVE
BEWARE THE “DILBERT PRINCIPLE” AND LEAVE WITH GRACE ANYWAY
NOTES
CHAPTER EIGHTEEN Measuring Success: How to Know If Things Are Working
WHO CARES ABOUT LEADING AND LAGGING INDICATORS?
UNDERSTANDING THE METRICS THAT SET UP YOUR DEPARTMENT FOR SUCCESS
FOCUS ON MEASURES THAT SHOW OUTCOMES VS. ACTIVITY
GETTING COMFORTABLE WITH QUANTITATIVE MEASUREMENT TOOLS
HOW THE BOARD THINKS ABOUT YOUR INDICATORS
MEASURE WHAT COUNTS AT A REGULAR CADENCE
OTHER “SUCCESS” MEASURES
LETTING LEADING INDICATORS GUIDE YOUR EARLY‐STAGE STARTUP GROWTH
RAND FISHKIN'S ADVICE FOR METRICS: KEEP IT SIMPLE
HOW TO WORK WITH YOUR CEO ON MEASURING YOUR PERFORMANCE
BUILDING ACCOUNTABILITY INTO YOUR TEAM REPORTING
CHAPTER NINETEEN Communicating Your Results to Your CFO, CEO, Company, and Board
WHY BOARD MEETINGS EXIST (AND NO, THEY'RE NOT JUST TO TORTURE STARTUP FOUNDERS AND EXECUTIVES!)
COMMUNICATING AT THE BOARD LEVEL
COMMUNICATING AT THE “ALTITUDE” OF THE BOARD
HOW IS YOUR BUSINESS PERFORMING WITHIN THE CONTEXT OF THE GREATER MARKET (OR THE VC'S PORTFOLIO?)
DO YOUR HOMEWORK
BUILD RELATIONSHIPS WITH THE BOARD PRIOR TO YOUR FIRST MEETING
TAKING A STORYTELLING APPROACH TO BOARD PRESENTATIONS
COMMUNICATE WITH YOUR DEPARTMENT TEAM TO GET WHAT YOU NEED FROM THEM
CREATING YOUR BOARD SLIDES: THINK AT A HIGH ALTITUDE
HOW TO CREATE YOUR BOARD SLIDES
EXAMPLE DEPARTMENT OKR SNAPSHOT SLIDE REPORTING RESULTS WITH R/Y/G
OTHER TYPES OF SLIDES TO INCLUDE IN YOUR BOARD DECK
THE PURPOSE OF YOUR APPENDIX AND/OR PRE‐READ MATERIAL
TIP: ENSURE EVERY SLIDE HAS A NARRATIVE‐DRIVEN TITLE
PRESENTATION TIPS: BEFORE, DURING, AND AFTER THE BOARD MEETING. Before the Meeting
Practice Helps You Succeed
During the Meeting
After the Board Meeting
CHAPTER TWENTY Mentorship: How to Further Grow Your Career by Networking and Giving Back
MENTORSHIP POWERS THE STARTUP ECOSYSTEM
MENTORSHIP'S ROLE IN SUPPORTING DEVELOPING LEADERS
MENTORSHIP IS ABOUT KNOWLEDGE AND CHEMISTRY
MENTORS DON'T HAVE TO KNOW ALL OF THE ANSWERS
ENLISTING YOUR OWN MENTORS: DEVELOPING A GROUP OF PERSONAL ADVISORS
MENTORS CARE ABOUT YOU PERSONALLY AND CAN KEEP YOUR PRIORITIES STRAIGHT
SEEK MENTORSHIP THAT PROMOTES EQUALITY
SIGN UP TO MENTOR AT AN ACCELERATOR
MENTOR THROUGH AN OFFICIAL ORGANIZATION
FIND COMMUNITY AND SHARE MUTUAL SUPPORT AS A “PEER MENTOR”
AFFINITY ORGANIZATIONS
OTHER TYPES OF SUPPORT: SPONSORSHIP AND COACHING. Sponsorship
Coaching
DON'T DISCOUNT INFORMAL MENTORSHIP
TAKE MENTORSHIP TO THE NEXT LEVEL: SCALE YOUR IMPACT
AFTERWORD
ACKNOWLEDGMENTS
ABOUT THE AUTHOR
INDEX
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