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Index
Cover Contents Title Copyright Dedication Foreword Acknowledgments About the Author Introduction Part One: Storytelling
Chapter One: Dream the Possible Dream
Entrepreneurship and Creativity “A Faster Horse” Vetting Ideas
Chapter Two: Defining and Testing the Story
Start Out by Admitting You’re Wrong A Lean Business Plan Template
Chapter Three: Telling the Story to Your Investors
The Business Plan is Dead—Long Live the Business Plan The Investor Presentation Investor Presentations for Larger Startups
Chapter Four: Telling the Story to Your Team
Defining Your Mission, Vision, and Values The Top-Down Approach The Bottom-Up Approach The Hybrid Approach Design a Lofty Mission Statement
Chapter Five: Revising the Story
Workshopping Knowing When It’s Time to Make a Change Corporate Pivots: Telling The Story Differently Business Pivots: Telling a Different Story
Chapter Six: Bringing the Story to Life
Building Your Company Purposefully The Critical Elements of Company Building Articulating Purpose: The Moral of the Story You Can Be a Force for Helping Others—Even if Indirectly
Part Two: Building The Company’s Human Capital
Chapter Seven: Fielding a Great Team
From Protozoa to Pancreas The Best and the Brightest What About HR? What About Sales and Marketing? Scaling Your Team Over Time
Chapter Eight: The CEO as Functional Supervisor
Rules for General Managers
Chapter Nine: Crafting Your Company’s Culture
Introducing Fig WASP 879 Six Legs and A Pair of Wings Let People be People Build an Environment of Trust
Chapter Ten: The Hiring Challenge
Unique Challenges for Startups Recruiting Outstanding Talent The Interview: Filtering Potential Candidates Onboarding: The First 90 Days
Chapter Eleven: Every Day in Every Way, We Get a Little Better
The Feedback Matrix Soliciting Feedback on Your Own Performance Crafting and Meeting Development Plans
Chapter Twelve: Compensation
General Guidelines for Determining Compensation The Three Elements of Startup Compensation
Chapter Thirteen: Promoting
Recruiting from Within Applying The “Peter Principle” to Management Scaling Horizontally Promoting Responsibilities Rather than Swapping Titles
Chapter Fourteen: Rewarding: “It’s the Little Things” That Matter
It Never Goes Without Saying Building A Culture of Appreciation
Chapter Fifteen: Managing Remote Offices and Employees
Brick-and-Mortar Values in a Virtual World Best Practices for Managing Remote Employees
Chapter Sixteen: Firing: When It’s Not Working
No One Should Ever be Surprised to be Fired Termination and the Limits of Transparency Layoffs
Part Three: Execution
Chapter Seventeen: Creating a Company Operating System
Creating Company Rhythms A Marathon, or a Sprint?
Chapter Eighteen: Creating Your Operating Plan and Setting Goals
Turning Strategic Plans into Operating Plans Financial Planning Bringing Your Team into Alignment with Your Plans Guidelines for Setting Goals
Chapter Nineteen: Making Sure There’s Enough Money in the Bank
Scaling Your Financial Instincts Boiling the Frog To Grow or To Profit? That is the Question
Chapter Twenty: The Good, the Bad and the Ugly of Financing
Equity Investors Debt Bootstrapping
Chapter Twenty-One: When and How to Raise Money
When to Start Looking for Money The Top 11 Takeaways for Financing Negotiations
Chapter Twenty-Two: Forecasting and Budgeting
Rigorous Financial Modeling Of Course You’re Wrong—But Wrong How? Budgeting in a Context of Uncertainty Forecast, Early and Often
Chapter Twenty-Three: Collecting Data
External Data Internal Data
Chapter Twenty-Four: Managing in Tough Times
Managing in An Economic Downturn Articulate the Problem
Chapter Twenty-Five: Meeting Routines
Lencioni’s Meeting Framework Skip-Level Meetings Running a Productive Offsite
Chapter Twenty-Six: Driving Alignment
Five Keys to Startup Alignment Aligning Individual Incentives with Global Goals
Chapter Twenty-Seven: Have You Learned Your Lesson?
The Value (and Limitations) of Benchmarking The Art of the Postmortem
Chapter Twenty-Eight: Going Global
Should Your Business Go Global? How to Establish a Global Presence Overcoming the Challenges of Going Global Best Practices for Managing International Offices and Employees
Chapter Twenty-Nine: The Role of M&A
Using Acquisitions as a Tool in Your Strategic Arsenal The Mechanics of Financing and Closing Acquisitions The Flip Side of M&A: Divestiture Odds and Ends Integration (and Separation)
Chapter Thirty: Competition
Playing Hardball Playing Offense Versus Playing Defense Good and Bad Competitors
Chapter Thirty-One: Failure
Failure and the Startup Model Failure is Not an Orphan
Part Four: Building and Leading a Board of Directors
Chapter Thirty-Two: The Value of a Good Board
Why Have a Board?
Chapter Thirty-Three: Building Your Board
What Makes a Great Board Member? Recruiting a Board Member Compensating Your Board Boards as Teams Structuring Your Board Running a Board Feedback Process Building an Advisory Board
Chapter Thirty-Four: Board Meeting Materials
The Board Book The Value of Preparing for Board Meetings
Chapter Thirty-Five: Running Effective Board Meetings
Scheduling Board Meetings Building a Forward-Looking Agenda In-Meeting Materials Protocol Executive and Closed Sessions
Chapter Thirty-Six: Non–Board Meeting Time
AD HOC Meetings Pre-Meetings Social Outings
Chapter Thirty-Seven: Decision Making and the Board
The Buck Stops—Where? Making Difficult Decisions in Concert Managing Conflict with Your Board
Chapter Thirty-Eight: Working with the Board on Your Compensation and Review
The CEO’s Performance Review Your Compensation Expenses
Chapter Thirty-Nine: Serving on Other Boards
The Basics of Serving on Other Boards Substance or Style?
Part Five: Managing Yourself So You can Manage Others
Chapter Forty: Creating a Personal Operating System
Managing Your Agenda Managing Your Calendar Managing Your Time Feedback Loops
Chapter Forty-One: Working with an Executive Assistant
Finding an Executive Assistant What an Executive Assistant Does
Chapter Forty-Two: Working with a Coach
The Value of Executive Coaches Areas Where an Executive Coach can Help
Chapter Forty-Three: The Importance of Peer Groups
The Gang of Six Problem Solving in Tandem
Chapter Forty-Four: Staying Fresh
Managing The Highs and Lows Staying Mentally Fresh Staying Healthy Me Time
Chapter Forty-Five: Your Family
Making Room for Home Life Involving Family in Work Bringing Work Principles Home
Chapter Forty-Six: Traveling
Sealing The Deal with a Handshake Making The Most of Travel Time Staying Disciplined on the Road
Chapter Forty-Seven: Taking Stock
Celebrating “Yes”; Addressing “No” Are You Having Fun? Are You Learning and Growing as a Professional? Is it Financially Rewarding? Are You Making an Impact?
A Note on Exits Conclusion What Did I Miss? Bibliography About the Companion Web Site Index Excerpt from Startup Boards Advertisement
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