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.
outlets as the Economist, New York Times, Wall Street Journal, BusinessWeek, Forbes, Bloomberg, Nikkei, Reuters, and Taipei Times, as well as the tech blogosphere. Prior to founding iSuppli, Derek was CEO of International Rectifier (IR), a leading power semiconductor company. Derek earned a bachelor of science degree summa cum laude in electrical engineering from Princeton University and a PhD in applied physics from Stanford University as a Hertz Foundation Fellow. For more information, please
help their enterprise mature beyond being purely project-based. It is always challenging to motivate growing numbers of people as work becomes more process oriented, even when the leader is not personally averse to the needs of his maturing enterprise. Hiring project-loving, talented, and adventurous (even rebellious) employees in stage one presents a problem to any leader in stage two as they try to fit these people into more defined process roles. The EL sees this coming and works to mitigate
growing along with the company. Jon was prepared for this comment and agreed that managing the accounts of a bigger enterprise was a more responsible position. Jon even said that he looked forward to paying Viola a bigger salary when EIT was bigger and more profitable. Viola was completely on board. Molly, the HR manager, was a single mother, and this transformation would mean more job security. She told Jon that she believed him when he said that without this transformation EIT would slowly
recruits can emotionally relate to and makes it clear to them why working with me “is such a big opportunity.” 2. Figure out the skill sets needed to get the company to the point where it can produce real devices and then scale up to volume (that is, to stage two and beyond). I need to research which skills I will need and ask people with experience for advice. 3. Describe the responsibilities of the position and how they will certainly evolve. 4. Figure out where to find people with the
catch them all. Even large, mature enterprises find long-held assumptions suddenly invalid. Andy Grove wrote an excellent book, Only the Paranoid Survive, about how Intel's design flaw in its Pentium microprocessors exposed several faulty assumptions about what customers expected and how Intel's culture had to change to satisfy them. Since the late 1980s, crisis leadership has been acknowledged as a field worthy of study, triggered by the misguided handling of the Exxon Valdez and the Space