Startup CEO (OnlyOnce- the book!), Part II – Crowdsourcing the Outline
Startup CEO (OnlyOnce- the book!), Part II – Crowdsourcing the Outline
As I mentioned a few weeks ago here, I’m excited to be writing a book called Startup CEO: A Field Guide to Building and Running Your Company, to be published by Wiley & Sons next summer. Since many readers of OnlyOnce are my target audience for the book, I thought I’d post my current outline and ask for input and feedback on it. So here it is, still a bit of a work in progress. Please comment away and let me know what you think, what’s missing, what’s not interesting!
1 Part One: Vision and Strategy (Defining the Company)
1.1 Setting the Company’s Agenda
1.2 NIHITO! (or, “Nothing Interesting Happens in the Office”)
1.3 Setting the Business Direction
1.4 Strategic Planning, Part I: Turning Concepts Into Strategy
1.5 Strategic Planning, Part II: Creating the Plan
1.6 Defining Mission, Vision and Values
1.7 Communicating Vision and Strategy
1.8 The Role of M&A
1.9 The Art of the Pivot
1.10 How Vision and Strategy Change over Time
2 Part Two: Talent (Building the Company’s Human Capital)
2.1 Building a Team
2.2 Scaling the Team
2.3 Culture
2.4 Interviewing
2.5 Recruiting
2.6 Onboarding
2.7 Setting Goals
2.8 Feedback
2.9 Development
2.10 Compensation
2.11 Promoting
2.12 Rewarding
2.13 Managing Remote Offices and Employees
2.14 Firing: When It’s Not Working
2.15 How Talent Changes over Time3 Part Three: Execution (Aligning Resources with Strategy)
3.1 Making Sure There’s Enough Money in the Bank
3.2 Types of Financing
3.3 Fundraising Basics
3.4 Negotiating Deals
3.5 Pros and Cons of Outside Financing
3.6 Forecasting and Budgeting
3.7 Creating a Company Operating System
3.8 Meeting Routines
3.9 Driving Alignment
3.10 A Metrics-Driven Approach to Running a Business
3.11 Learning
3.12 Post-Mortems
3.13 Thinking About Exits
3.14 How Execution Changes over Time
3.14.1 Finance
3.14.2 Execution4 Part Four: Management And Leadership (The How of Being a CEO)
4.1 Leading an Executive Team
4.2 Critical Personal Traits
4.3 Being Collaborative
4.4 Being Decisive: Balancing Authority and Consensus
4.5 The Value of Symbolism
4.6 Getting the Most out of People
4.7 Diving Deep without Being Disruptive
4.8 Articulating Purpose
4.9 Collecting Data from the Organization
4.10 Managing in an Economic Downturn
4.11 Managing in Good Times vs. Bad Times
4.12 Communication
4.12.1 Macro (to Your Company and Customers)
4.12.2 Micro (One-on-One)
4.13 How Management and Leadership Change over Time5 Part Five: Boards (A Unique Aspect of the CEO’s Job)
5.1 Building Your Board
5.2 Meeting Materials
5.3 Meetings
5.4 Between Meetings
5.5 Making Decisions and Maximizing Effectiveness
5.6 The Social Aspects of Running a Board
5.7 Working with the Board on Compensation
5.8 Evaluating the Board
5.9 Serving on Other Boards
5.10 How Boards Change over Time6 Part Six: Managing Yourself So You Can Manage Others
6.1 Creating a Personal Operating System
6.2 Working with an Executive Assistant
6.3 Working with a Coach
6.4 Finding Your Voice
6.5 The Importance of Peer Groups
6.6 Your Family
6.7 Taking Stock
6.8 Staying Fresh
6.9 Staying Healthy
6.10 Traveling