Startup CEO: A Field Guide to Scaling Up Your Business, + Website

INDEX

A

Absey, Anita, 63, 93, 193–194, 276–277

The Advantage: Why Organizational Health Trumps Everything Else in Business (Lencioni), 31, 34, 149, 201–203

Alignment, driving, 211–216

aligning individual incentives with global goals, 213–214

five keys to, 211–212

“Analog analogue,” 7–8

B

Baer, Josh, 3

Baldonero, Angela, 78–80

Benchmarking, value and limitations of, 217–219

Bilbrey, George, 3, 54–55, 63

Blank, Steven Gary, 12, 13, 37, 43, 243

Blumberg, Bob, 353

Blumberg, Mariquita, 339–340

Board of directors

building, 257–265

advisory board, 264–265

compensating, 259–260

feedback process, 263–264

members, 257–258

recruiting, 258–259

structuring, 261–263

as teams, 260–261

compensation and review, working with board on, 287–291

CEO's compensation, 288–290

CEO's performance review, 287–288

expenses, 290–291

decision making and, 281–285

firing a CEO, 284–285

making difficult decisions in concert, 282–283

managing conflict, 283–284

meeting materials, 267–270

Board Book, 267–269

value of preparing for, 269–270

meetings, effective, 271–277

executive and closed sessions, 275–276

forward-looking agenda, building, 272–273

in-meeting materials, 273–274

protocol, 274–275

scheduling, 271–272

staff/board interactions, 276–277

non–board meeting time, 279–280

ad hoc meetings, 279

premeetings, 280

social outings, 280

serving on other boards, 293–299

basics of, 293–294

substance vs. style, 296

value of, 253–256

reasons for having, 253–255

Bootstrapping, 172–173

company's cash flow, 173

customer financing, ...