Startup Boards
Getting the Most Out of Your Board of Directors
Gebonden Engels 2014 9781118443668Samenvatting
An essential guide to understanding the dynamics of a startup′s board of directors
Let′s face it, as founders and entrepreneurs, you have a lot on your plate getting to your minimum viable product, developing customer interaction, hiring team members, and managing the accounts/books. Sooner or later, you have a board of directors, three to five (or even seven) Type A personalities who seek your attention and at times will tell you what to do. While you might be hesitant to form a board, establishing an objective outside group is essential for startups, especially to keep you on track, call you out when you flail, and in some cases, save you from yourself.
In Startup Boards, Brad Feld a Boulder, Colorado–based entrepreneur turned–venture capitalist shares his experience in this area by talking about the importance of having the right board members on your team and how to manage them well. Along the way, he shares valuable insights on various aspects of the board, including how they can support you, help you understand your startup′s milestones and get to them faster, and hold you accountable.
Details the process of choosing board members, including interviewing many people, checking references, and remembering that there should be no fear in rejecting a wrong fit
Explores the importance of running great meetings, mixing social time with business time, and much more
Recommends being a board member yourself at some other organization so you see the other side of the equation
Engaging and informative, Startup Boards is a practical guide to one of the most important pieces of the startup puzzle.
Specificaties
Lezersrecensies
Inhoudsopgave
<p>ACKNOWLEDGMENTS xiii</p>
<p>PART ONE: OVERVIEW 1</p>
<p>CHAPTER ONE<br /> Introduction 3</p>
<p>CHAPTER TWO<br /> What Is a Board? 11</p>
<p>PART TWO: BUILDING YOUR BOARD 23</p>
<p>CHAPTER THREE<br /> Creating Your Board 25</p>
<p>CHAPTER FOUR<br /> Recruiting Board Members 49</p>
<p>CHAPTER FIVE<br /> The Formal Structure of the Board 63</p>
<p>CHAPTER SIX<br /> Aligning Your Board 71</p>
<p>CHAPTER SEVEN<br /> Is an Advisory Board Useful? 77</p>
<p>PART THREE: THE BUSINESS OF THE BOARD MEETING 85</p>
<p>CHAPTER EIGHT<br /> The Actual Board Meeting 87</p>
<p>CHAPTER NINE<br /> Motions and Votes 101</p>
<p>CHAPTER TEN<br /> Legal Challenges 111</p>
<p>PART FOUR: COMMUNICATIONS 115</p>
<p>CHAPTER ELEVEN<br /> Managing Ongoing Expectations 117</p>
<p>CHAPTER TWELVE<br /> Trying New Things 131</p>
<p>CHAPTER THIRTEEN<br /> Communication Confl icts 135</p>
<p>CHAPTER FOURTEEN<br /> CEO Transitions 143</p>
<p>PART FIVE: TRANSACTIONS 151</p>
<p>CHAPTER FIFTEEN<br /> Financings 153</p>
<p>CHAPTER SIXTEEN<br /> Selling a Company 157</p>
<p>CHAPTER SEVENTEEN<br /> Going Public 167</p>
<p>CHAPTER EIGHTEEN<br /> Going Out of Business 173</p>
<p>CHAPTER NINTEEN<br /> Conclusion 179</p>
<p>APPENDIX</p>
<p>Checklist 1: Preparing Your Board Package 183</p>
<p>Checklist 2: Conducting Your Board s Annual Assessment 185</p>
<p>Checklist 3: Question for Your Legal Counsel 187</p>
<p>Checklist 4: Should You Get Directors and Offi cers Insurance? 189</p>
<p>Checklist 5: Stock Option Grants and 409A Valuation 191</p>
<p>NOTES 195</p>
<p>INTERVIEWS 199</p>
<p>BIBLIOGRAPHY 201</p>
<p>ABOUT THE AUTHORS 203</p>
<p>INDEX 205</p>
<p>Excerpt from Startup CEO 211</p>
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