LEADER 05152nam 2200601 450 001 9910140181603321 005 20170816150948.0 010 $a1-118-51682-6 010 $a1-118-51683-4 010 $a1-118-51684-2 035 $a(CKB)2670000000494228 035 $a(EBL)1577460 035 $a(SSID)ssj0001106047 035 $a(PQKBManifestationID)11756246 035 $a(PQKBTitleCode)TC0001106047 035 $a(PQKBWorkID)11057138 035 $a(PQKB)10193485 035 $a(MiAaPQ)EBC1577460 035 $a(EXLCZ)992670000000494228 100 $a20131217d2014 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aStartup boards $egetting the most out of your board of directors /$fauthors Brad Feld, Mahendra Ramsinghani 210 1$aHoboken, New Jersey :$cJohn Wiley & Sons,$d2014. 210 4$dİ2014 215 $a1 online resource (234 p.) 225 0 $aStartup revolution Startup boards 300 $aDescription based upon print version of record. 311 $a1-118-44366-7 320 $aIncludes bibliographical references and index. 327 $aStartup 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 327 $aThe 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 327 $aPreparing 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 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 327 $aChapter 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 327 $aChapter 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 327 $aYour VC Firm Invested in a Competitor 330 $aAn 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, 606 $aEntrepreneurship 608 $aElectronic books. 615 0$aEntrepreneurship. 676 $a658.1/1 700 $aFeld$b Brad$0892604 701 $aRamsinghani$b Mahendra$0938822 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910140181603321 996 $aStartup boards$92116279 997 $aUNINA