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Sarah E. Brown
Lead Upwards
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Table of Contents
Guide
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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
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