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

As the fifth book in the StartUp Revolution series, this reliable resource is based on Blumberg's experience as a startup CEO and covers a number of issues he's faced over the dozen years he's been a CEO. Financial Intelligence, Revised Edition. The Heart of Change. Finding Allies, Building Alliances. The 4-Hour Workweek, Expanded and Updated.

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The title should be at least 4 characters long. Your display name should be at least 2 characters long. At Kobo, we try to ensure that published reviews do not contain rude or profane language, spoilers, or any of our reviewer's personal information. You submitted the following rating and review. Market and internal storytelling, investor pitches, story revision. Build a great team, craft the culture, create feedback channels, draw career plans, nurture a climate of appreciation.

Hire diverse team players, build an environment of trust, refine on-boarding processes, adjust compensations and promotions. Stories paint a picture of what the future could be; they engage the audience and inspire them to act. They gave meaning to broader trends and data analytics. Stories can connect to and build on other earlier stories, explains Matt.

In business terms, stories should factor in customer pain points, market opportunities, economics and strategic fit for the startup. Variations of the market story need to be pitched to investors and employees. Bottom-up and mixed approaches to employee participation should be used to craft the vision-mission-values-goals statements.

Over the years, the story should be revised to accommodate the needs of diversification, consolidation, re-focus, and pivots.

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Turning points can include change in the size of the company upto 25 employees; ; more than or number of locations more than one national office; more than one global office. Talent acquisition does not end with the hiring process, but begins with hiring. A culture of productivity, learning and quality should be nurtured. One challenge in a startup is that job roles change frequently due to new product launches and changes in the market.

Failures should be treated as learning opportunities, and not penalised; but the same mistake should not be made twice, and it is important to learn from the mistakes of other companies too. Permission to fail is critical in a startup or growth company. Matt explains that he begins management training sessions by telling employees that he has made more mistakes than everyone else in the company combined! Employees should be rewarded not just for good performance but for going beyond the call of duty, and also for their inputs into strategic thinking.

Promotions and job rotations for broader exposure can be useful but should be treated with care; not everyone makes a good manager or can take on new skills. Sample reward and award schemes Matt cites are: