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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.
Auteur
Derek Lidow is a longtime global CEO, innovator, and entrepreneur. Among other accomplishments, Lidow is widely known as one of the world's top experts on the electronics industry; his contributions range from patents to value chain applications that have forever improved companies as diverse as Sony, Samsung, Philips, Goldman Sachs, and IBM.
Today, Lidow teaches Entrepreneurial Leadership and Creativity, Innovation, and Design at Princeton University. He keynotes on the subject of startup leadership and is a media commentator; Lidow's coverage to date includes the New York Times, Wall Street Journal, BusinessWeek, Forbes, Bloomberg, the Economist, Nikkei, Reuters, and Taipei Times, as well as many top bloggers.
Prior to joining Princeton's faculty, Lidow was founder and CEO of iSuppli, which he sold to IHS in 2010 for over $100 million. Lidow's degrees are from Princeton and Stanford, where he earned a PhD in applied physics as a Hertz Foundation Fellow. He is based in New York City and Princeton, New Jersey.
Résumé
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 painfulbeing 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 careeras CEO, innovator, and entrepreneurhe 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 realityuntil 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:
Contenu
Preface ix
1 Success Requires More Than Entrepreneurship 1
Part One Prerequisites: Mastering The Skills of Entrepreneurial Leadership
2 Are You Selfish Enough to Be Selfless? 17
3 Enterprises Are Needy 33
4 Building Relationships 50
5 Motivating Others 83
6 Leading Change 94
7 Creating a Personal Leadership Strategy 113
Part Two Application of Entrepreneurial Leadership Skills
8 Strategizing Fragile Growth 129
9 Organizing to Succeed 146
10 Hiring and Firing 164
11 Leading Teams 176
12 Leading Through Crises 197
13 The Selfish Rewards of Selfless Entrepreneurial Acts 211
Appendix A Motivations, Traits, and Skills 223
Appendix B The Five Essential Entrepreneurial Leadership Skills 225
Appendix C Characteristics of Projects, Processes, and Culture 226
Appendix D Characteristics of Enterprises and Their Leaders in Stages One Through Four 228
Appendix E Relationship Building and the Benefits and Costs of Cooperation, Competition, and Retreat 233
Appendix F The Five Prerequisites of Change (The Five Ducks) 236
Appendix G Ten Basic Strategic Questions 237
Appendix H Five Phases of Crisis Resolution 239
Notes 240
Acknowledgments 246
About the Author 249
Index 251