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Record Nr. |
UNINA9910830021403321 |
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Autore |
Feld Brad |
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Titolo |
Startup boards : getting the most out of your board of directors / / authors Brad Feld, Mahendra Ramsinghani |
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Pubbl/distr/stampa |
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Hoboken, New Jersey : , : John Wiley & Sons, , 2014 |
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©2014 |
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ISBN |
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1-118-51682-6 |
1-118-51683-4 |
1-118-51684-2 |
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Descrizione fisica |
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1 online resource (234 p.) |
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Collana |
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Startup revolution Startup boards |
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Altri autori (Persone) |
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Disciplina |
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Soggetti |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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Note generali |
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Description based upon print version of record. |
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Nota di bibliografia |
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Includes bibliographical references and index. |
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Nota di contenuto |
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Startup Boards: Getting the Most Out of Your Board of Directors; Copyright; Content; Foreword; Acknowledgments; Part One: Overview; Chapter 1: Introduction; Why Does a Startup Need a Board?; The Board Is an Extension of Your Team; Who This Book Is For; Magic Words, Phrases, and Abbreviations; Chapter 2: What is a Board?; Value Creation, Accountability, and Transparency; Legal Duties of a Board Member; Chair or Lead Director; The Role of Board Committees; Other Functions of a Board; Part Two: Building Your Board; Chapter 3: Creating Your Board |
The Board's Technical Priorities: Economics and ControlThe Board's Emotional Priorities: Trust, Judgment, and Transparency; Composition of the Board; Identifying Great Board Members; The VC Firm Matters as Much as the Person; Independent Board Members; The Role of an Executive Chairman; Board Observers; Your Lawyer; Should Gender Diversity Matter?; Being Rich and King; Chapter 4: Recruiting Board Members; The Value of Good Board Members; Helping You Think Big or Killing Your Company; Characteristics and Skills of a Board Member; Recruiting Board Members; Checking References |
Preparing for an Expansion-Stage BoardChapter 5: The Formal Structure of the Board; Certificate of Incorporation; The Impact of a Financing on the Certificate of Incorporation; Why VCs Want Board |
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Seats; Chapter 6: Aligning Your Board; Motivation and Communication; Compensation; Orienting Your New Board Members; Lessons from Experience; Chapter 7: Is an Advisory Board Useful?; Should You Have an Advisory Board?; Attributes of a Useful Advisory Board Member; Selecting Advisory Board Members; Challenges of Advisory Boards; Part Three: The Business of the Board Meeting |
Chapter 8: The Actual Board MeetingCreating an Annual Calendar; The Meeting Agenda; Focus on Critical Items; Sending Out the Board Package; Meeting Length; A Board Call Instead of a Meeting; Remote Attendees; Meeting Hygiene; Managing Interpersonal Dynamics; Including Your Team in the Board Meeting; The Executive Session; After the Meeting; Chapter 9: Motions and Votes; Robert's Rules of Order; The Agenda; Have Your Lawyer at the Meeting; The Mechanics of Voting on Motions; What If You Do Not Agree to a Motion?; Dealing with Formal Items; Minutes; Unanimous Written Consent |
Chapter 10: Legal ChallengesWhen the Going Gets Tough; Minimizing Legal Challenges; Pragmatic or Idealistic?; Part Four: Communications; Chapter 11: Managing Ongoing Expectations; What the Board Expects from a CEO; Communicate Both Good News and Bad News; Things CEOs Can Do to Get in Trouble with Their Board; What CEOs Should Expect from the Board; Using Your Board's Social Capital; Board Member as Psychologist; Chapter 12: Trying New Things; Continuous Information; Learning by Doing: Serving on Other Boards; Chapter 13: Communication Conflicts; Emotion versus Logic; Reciprocation; Groupthink |
Your VC Firm Invested in a Competitor |
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Sommario/riassunto |
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An essential guide to understanding the dynamics of a startup's board of directors Let's face it, as founders and entrepreneurs, you have a lot on your plate-getting to your minimum viable product, developing customer interaction, hiring team members, and managing the accounts/books. Sooner or later, you have a board of directors, three to five (or even seven) Type A personalities who seek your attention and at times will tell you what to do. While you might be hesitant to form a board, establishing an objective outside group is essential for startups, especially to keep you on track, |
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