American - Businessman | -
Hold at least one all-hands meeting every quarter and, to underscore the startup's team concept, make sure at least one additional executive joins you in leading the meeting.
Scott Weiss
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As a first-time CEO, I wasn't sure if I would scale to run IronPort long-term. But I wanted a legitimate shot at it.
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The thorniest business problems will surface at the board meetings, and the different, sharp opinions help to better explore the poles of the arguments to make better decisions.
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Being on a board is not just about showing up for the meetings. A board member needs to materially contribute to the success of the business.
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The best board members aren't elected by default. CEOs that set themselves up with their choice of board member - which means getting more than one term sheet and doing extensive reference checking - are better off.
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Most companies don't have a good mechanism to give the CEO real, honest feedback.
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Feedback for leaders is often nuanced and difficult to deliver. That said, hearing you are passive-aggressive from 10 different people described 10 different ways becomes hard to ignore.
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It's important for a leader to hear about his blind spots on a regular basis so working on them is periodically top of mind.
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I don't like sweating the details, and I'm pretty disorganized. To be a better leader, I need to stay on top of these shortcomings, and being reminded really helps.
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For me, the brightest years at IronPort were without a doubt the darkest years at home.
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Part of the magic of a startup is the fear of death. You have only so much money in the bank, and if you don't get to the right milestone before you run out, then the company goes under - it's over.
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One of the stated values at IronPort was 'work/life balance,' but I wasn't living it. I was rarely home. And when I was home, well, let's just say I wasn't particularly helpful or cheery.
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