Startup Leadership: How Savvy Entrepreneurs Turn Their Ideas Into Successful Enterprises
Format: PDF / Kindle (mobi) / ePub
Anyone can start a business. But only leaders can succeed.
Most entrepreneurs know the long odds: only a fraction of them will lead their enterprises through the rocky stages of growth to launch self-sustaining companies. Very few know how to outflank the failures that await them at every turn, including the most painful—being abandoned by key members of their team or getting pushed out by their board just as their business starts to generate real value.
Derek Lidow is on a mission to improve these odds and change these outcomes. Throughout his long career—as CEO, innovator, and entrepreneur—he has tested virtually every aspect of launching a business. Lidow now argues that success is far less dependent upon a firm’s idea or any grand strategy than it is upon something more personal: leadership. Emerging companies have specific leadership requirements, stage by fast-moving stage. Few founders have been able to leverage the tremendous power of this underrecognized reality—until now.
Startup Leadership demonstrates how founders can adopt the skills that are required at each stage of their journey. Whether you are at the idea stage or managing a more mature enterprise, you can start to recognize the fundamental conflict: how to balance your selfish drives with the more selfless leadership required by the organization at any given time. The book shows you how to achieve this balance by:
- Assessing your unique motivations, traits, and skills
- Creating a personal leadership strategy that leverages your strengths and mitigates your weaknesses
- Mastering how to lead teams, including boards
- Understanding the five prerequisites for driving change
- Taking control of your inevitable crises, thereby strengthening your team and your leadership
With Lidow’s help, you will learn how to become the startup leader your business needs, and you’ll move forward with your plans with greater confidence and success.
most are not. Wendy Kopp is the founder of Teach For America (TFA) and one of the great entrepreneurial leaders of her generation.1 Her accomplishments have changed the course of education in the United States. Yet Wendy started with no money or real-world experience, just an idea, which she turned into an enterprise that trains thousands of the brightest college graduates to successfully teach the country's most underprivileged students. TFA's revenues exceeded $270 million in 2011.2 Wendy's
require more time and patience, they are a good strategy for defusing competitive communication and competitive emotions. Identifying competitive and retreating communication helps the EL do a better job of conveying critical information and/or emotions while also helping others do it. Because communication is the starting point for all relationships, being able to identify cooperative, competing, and retreating communication helps create more effective relationships everywhere within an
decided to fund his company using money they loaned him as well as his modest savings. He called his company Twelfth Sense, and he set up in a very affordable suburb south of Chicago, not too far away from where he grew up. Nathan's first hire was Armand, a graduate student from another lab who had heard that Nate would be starting a company and had asked to join. Nobody else had asked if they could join the company, and Nate knew he would need someone to work full time on building a prototype
maintenance department losing responsibility for certain pieces of equipment. Shame on us! Each person on the team wanted to understand how their lives would change by being on the team. Without very frank and candid discussions about the team objective, they would just assume we were holding back on telling them the truth, and they would not trust us. That realization, though it came too late, led Luigi and me to realize that unless we could align each team member's personal motivations with the
debate is when one or more parties take an absolutist position such as “I will never agree to X!” This happens frequently in poorly led teams because it allows members to manipulate team decisions by de facto vetoing of certain options, irrespective of what is best for the team. Strong differences of opinion happen in well-led teams because team members feel free to express their true emotions. Absolutist positions, and strong feelings in general, do not scare great team leaders or ELs. An