Dear Founder by Webb, Maynard -- Read -- Imperial Library of Trantor

Index

Cover Title Page Copyright Notice Dedication Foreword by Howard Schultz Introduction Part I: Getting Started

1. The Early Days

When you want to start a company When you are selecting a co-founder When a co-founder isn’t pulling their weight When you need to recruit When you need to hire a rock star When you need to set your culture When you need to hire diverse candidates When you need to create a workplace of inclusion When you onboard an executive

2. Financing Your Company

When nobody wants to give you money When everyone wants to invest When you are setting terms for your seed round When you need to set a valuation When you’ve just raised your first round of funding When you need to think about compensation When you need to set a budget When you need to spend your money wisely When you need to figure out compensation for your sales team When you need to understand waterfalls, layer cakes, and cap tables (or how to protect the true value of your equity) When you wonder if philanthropy has a place in your startup

Part II: Getting to Relevance

3. Management Basics

When you need to delegate When you need to know who owns what When you’re afraid you might be a “tweener” When you need to set goals When you need to give (and get) feedback When you need to have an open door When you need to be there for someone When you need to lead with inspiration, not fear When you need to be overt When you need to find synchronicity When you wonder if networking or marketing events are worth your time When you need to build your alumni network When you need to build a great board

4. Management Challenges

When your first key hire leaves When you have to fire an employee for the first time When you need to gain credibility When you need to understand the impact your judgment is having on your decisions When no one is excited to be here When you need to deal with poor performers When you need to own bad news When you need to set the tone for appropriate behavior

5. Personal Challenges of Leadership

When you are overwhelmed When you have to face that your startup is failing When you need inspiration When you’re dealt body blows When you need to put the company’s needs ahead of your own When you’re confusing hubris with boldness When you’re accused of working too much When you self-impose limits When the world tries to manage you When your board is driving you crazy When you need to pick your battles When you want to blame someone When you are asked to keep something in confidence When you need to burn the clock

6. External Roadblocks

When a competitor enters your space When you need to be maniacally focused on your business When you receive public criticism When you need to manage the lawsuit filed against your company When your idea just isn’t working

Part III: Getting to Scale

7. Operational Excellence

When you need to improve execution When you need to focus on what’s important When you are faced with a bet-the-company decision When you need to go from good to great When you need to know that anything is possible When you need to scale When you want to run an effective board meeting When you should put your board to work When you want to avoid nasty surprises

8. Organizational Challenges

When you have a crisis When you’ve just missed your quarter When you need to solve cross-functional friction When you need to assert the character of your company When there’s a conflict of interest on your board When your board says they are replacing you as CEO

Part IV: Leaving a Legacy

9. Building a Company to Last

When you have a big payday When you need to plan succession When you are thinking about building a company to last

Notes A Final Note Acknowledgments Index Also by Maynard Webb Additional Praise for Dear Founder About the Authors Newsletter Sign-up Contents Copyright

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