LEARN TO PRACTICE COMPASSION TOWARDS YOURSELF WHEN DIFFICULTY AND FAILURE HAPPEN (BECAUSE THEY WILL)PRACTICE SELF‐COMPASSION WHEN THINGS ARE HARD AT WORKUNDERSTAND THAT PEOPLE REACT DIFFERENTLY UNDER STRESSTREAT PEOPLE WITH RESPECT, ALWAYSWHAT TO DO IF A COLLEAGUE QUESTIONS YOUR IMPACTIF YOU FAIL AND GET LET GO, OR MESS UP IN A BIG WAY, YOU STILL BELONG IN THE STARTUP WORLD AND YOU'RE GOING TO BE OKWHEN YOU GET PASSED OVER FOR A PROMOTION OR A ROLENORMALIZING SET‐BACKS AND GIVING YOURSELF PERMISSION TO FAIL AND LEARNIS IT TIME TO CALL IT QUITS? NO ONE GETS TO DECIDE WHEN YOU STOP BEING A STARTUP LEADER BUT YOUREFRAMING FAILURE AS ANOTHER LEARNING OPPORTUNITYOTHER TYPES OF SETBACKSOTHER THINGS THAT CAN GO WRONG AND HOW TO DEAL WITH THEMADVERSITY IN THE STARTUP WORLD IS A FEATURE, NOT A BUGNAVIGATING PIVOTS SUCCESSFULLY AS A STARTUP LEADERTREAT PIVOTS AS A CHANCE TO BECOME A BETTER COMPANYIN TIMES OF CRISIS, UNDERSTAND YOUR CIRCLE OF CONTROLSTAY AND ACCEPT, TRY TO CHANGE THINGS, OR LEAVE?IN TIMES OF MAJOR CHANGE, CONSIDER HAVING AN “ON THE BUS OR OFF THE BUS” CONVERSATION WITH YOUR TEAMIF YOU STAY, KNOW YOU WON'T AGREE WITH ALL DECISIONSTURNING A STARTUP PIVOT INTO A STARTUP LEADERSHIP ADVANCEMENT OPPORTUNITY: MINDY LAUCK, CEO OF BROADLYDON'T TRIANGULATE: IDENTIFY “YOU TWO” PROBLEMSON THE FAME/BLAME CYCLE—WHEN THE HIGHS ARE HIGH AND THE LOWS ARE LOWDEPARTURES: WHEN IT'S TIME TO MOVE ON FROM YOUR ROLEDECIDING WHEN IT'S TIME TO MOVE ONQUESTIONS YOU CAN ASK WHEN DECIDING WHETHER TO LEAVE YOUR EXECUTIVE ROLEHOW TO LEAVE A ROLE LIKE AN EXECUTIVEHOW TO GIVE NOTICEWHEN YOU GIVE NOTICE: BE PREPARED TO BE ASKED TO CLOSE YOUR LAPTOP ON THE SPOTA WORD OF ADVICE: RESPECT THE COMPANY'S INTELLECTUAL PROPERTY (IP) AND DON'T TAKE IT UPON DEPARTUREANOTHER WORD OF ADVICE: BE CAREFUL ABOUT POACHING EMPLOYEES (AT LEAST RIGHT AWAY)EXERCISING YOUR VESTED EQUITY AROUND YOUR DEPARTURETAKING TIME OFF IN BETWEEN JOBSMAKE A COMMUNICATION PLANKEEP IT POSITIVEBEWARE THE “DILBERT PRINCIPLE” AND LEAVE WITH GRACE ANYWAYNOTES