While any CEO can build a board of directors, ensuring that a board is a high-performance team capable of providing the strategic and operational support companies need to succeed is no small feat.
As companies grow from the startup to the expansion stage, founding CEOs are faced with three potential developmental paths.
The roles of startup CEOs and expansion-stage CEOs differ greatly. They require completely different skill sets, and the majority of founders end up recruiting replacements to take over the companies they created.
Leading CEO coach Mike Myatt explains why leaders can benefit from being more results driven — focusing less on processes and more on outcomes.
Let’s cut right to the chase; stop focusing on being efficient — it’s a waste of time.
Nobody other than perhaps you really cares how efficient you are, but everyone cares how effective you are.
OpenView recently surveyed an array of expansion-stage CEOs and board members to find out what it takes to create a value-adding board. The results are presented in this board of directors infographic, offering real insight into what makes high-performing boards tick.
Does your board add value to your company or do more harm than good? Does it suffer from bad board dynamics or is it a cohesive, high-performance team? No matter how you answer these questions, chances are that your board isn’t doing everything that it should be and providing your company with the kind of strategic support it needs to succeed.
This week’s Labcast features Part II of the discussion between OpenView Venture Partner, Firas Raouf, and Pascal Levensohn, Managing Partner at Levensohn Venture Partners, on the keys to building and managing effective boards of directors.
According to a recent OpenView survey of expansion-stage CEOs and board members, the ability to run effective board meetings is among the greatest factors that will determine the success or failure of a board of directors.
Board meetings too often turn into a slog through status reports and numbers. Even if you’re on track to power through on time, all it takes is one board member asking for a number to be reflected in a different way to derail the train. Those small requests set off a chain reaction of reporting changes that is felt down the ranks and distracts too much of the company.
Serial entrepreneur-turned-educator and Silicon Valley legend Steve Blank discusses the challenges companies face during the transition from the startup to the expansion stage, and shares his advice for how founders can successfully navigate it while keeping a culture of innovation intact.
Steve Blank wasn’t always perceived as an entrepreneurial genius, high-tech visionary, culture of innovation expert, or in-demand academic. In fact, as Blank writes on his website, peers at his New York City high school, if given the opportunity, may very well have voted him “least likely to succeed.”
Rand Fishkin, co-founder and CEO of SEOmoz, shares his thoughts on the evolving nature of a founder’s role after funding and his approach to supporting a newly expanded team.
A sudden cash infusion brings with it massive changes for a company and its founder. As your team grows, there is often a shift in your function and responsibilities — and your leadership mindset needs to shift along with it.
As a CEO you’ve got more than a few things vying for your attention. What should you be focusing on to drive the biggest impact? Use this checklist to set your priorities and ensure your company is on the right path to extraordinary.
On any given day, an expansion-stage CEO might have a dozen (or more) things on his or her plate. Analyzing critical metrics. Reviewing cash flow. Leading management team meetings. The list can go on and on.
And those are just the day-to-day, short-term activities — never mind all of the long-term planning and goal-setting that a CEO must always be thinking about.
Learn what makes up a company’s leadership value proposition and why it can be so vital to building something that lasts.
S. Anthony Iannarino of The Sales Blog suggests examining your leadership value proposition and what it means for your company and for the people who work for you.