Table of Contents
1 Cover
5 Introduction: Why Startup Leadership Matters at Every Levelintroduction NOTES
6
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
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?
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
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