成人小说亚洲一区二区三区,亚洲国产精品一区二区三区,国产精品成人精品久久久,久久综合一区二区三区,精品无码av一区二区,国产一级a毛一级a看免费视频,欧洲uv免费在线区一二区,亚洲国产欧美中日韩成人综合视频,国产熟女一区二区三区五月婷小说,亚洲一区波多野结衣在线

立即打開
CEO都應(yīng)該去另一家公司擔(dān)任董事

CEO都應(yīng)該去另一家公司擔(dān)任董事

Brad Feld 2012年08月20日
在位CEO去另外一家公司擔(dān)任董事能以超然的情感和職能思考別人的公司。它不僅能拓展你的新才能,還將給你一個更寬廣的視角來審視到底應(yīng)該如何履行“CEO的職務(wù)”。此外,還有很多微妙的收獲。但是切記,為了保證質(zhì)量,一家公司就夠了,因?yàn)楫吘鼓阕约旱墓静攀堑谝晃坏摹?

????上周,我與我們最近所投資公司的CEO們進(jìn)行了兩次會談,談到了“理想的董事會會議是什么樣的?”。我正在就這個問題寫一本書《初創(chuàng)公司董事會:重構(gòu)董事會,給創(chuàng)業(yè)者更好的支持》(Startup Boards: Reinventing the Board of Directors to Better Support the Entrepreneur),因此要解釋我認(rèn)為理想的董事會會議對我而言并不難,因?yàn)槲覍Υ艘呀?jīng)進(jìn)行了非常深入的思考。

????我一直建議CEO們到其他公司擔(dān)任外部董事。不管公司規(guī)模大小,不管是否與這家公司有關(guān)聯(lián),或者CEO是否了解相關(guān)的創(chuàng)業(yè)者。我更感興趣的是CEO將獲得在別人的公司擔(dān)任董事的經(jīng)驗(yàn)。

????在一家迅速成長的初創(chuàng)企業(yè)擔(dān)任CEO是項(xiàng)艱巨的任務(wù)。既有欣喜,也有沮喪,更多的日子則是介于兩者之間。我從未遇到過一家初創(chuàng)公司是一帆風(fēng)順地成長,也從未遇到過哪個CEO不需要定期學(xué)習(xí)新事物、沒有遭遇過挫折、也沒有經(jīng)歷過巨大的不確定性和掙扎。

????鑒于我已經(jīng)不再擔(dān)任CEO(雖然我曾經(jīng)是CEO,而且當(dāng)了7年),我沒有承受作為CEO的壓力。十七年來,我一直向一起工作的CEO們提供意見。即便我大筆投資一家公司,我也能在情感上和職能上超越CEO日常的壓力和變動,但與此同時仍能理解這些問題,因?yàn)槲乙苍?jīng)有過這樣的經(jīng)歷。

????現(xiàn)在想象一下,你就是一家迅速成長的初創(chuàng)公司的CEO。如果能花一小部分時間,像我一樣以同樣超然的情感和職能思考別人的公司,是不是很棒?它不僅能拓展你的新才能,還將給你一個更寬廣的視角來審視“CEO職務(wù)”到底應(yīng)該如何履行。你或許會對CEO產(chǎn)生一些新的感受,包括共鳴(因?yàn)槟阋彩且幻鸆EO)——這對于有些人而言可能很難理解,但從本質(zhì)上說這是更好地認(rèn)識你自己,特別是當(dāng)你的情緒有些低落的時候。你會對其他董事產(chǎn)生共鳴,幫助你更好地認(rèn)識自己公司的董事,或者學(xué)到一些方式方法,與他們建立起更有效的關(guān)系,或者決定你是否需要換董事。

????此外,還有很多微妙的收獲。你的人際網(wǎng)絡(luò)將得到拓展。你將從另一個不同的視角來審視一家公司。你將站在融資討論的另一邊(你是董事,不是CEO)。你將更深入地理解“受托責(zé)任”。你將和另一名CEO建立起同儕關(guān)系,融入董事會-CEO關(guān)系之中。你將接觸到新的管理風(fēng)格。你將經(jīng)歷不同的沖突,但沒有相同的壓力。這種收獲說也說不完。

????我通常建議只擔(dān)當(dāng)一家公司的外部董事。而不是兩家、三家——就一家。超過一家就太多了——作為在任CEO,你不可能有太多時間對擔(dān)任外部董事抱有認(rèn)真態(tài)度并深思熟慮?;蛟S你感覺自己有能力擔(dān)任多家公司的董事,但你自己的公司才是第一位的。當(dāng)然,也有例外,特別是連續(xù)創(chuàng)業(yè)的企業(yè)家與某一位投資者之間,這是一種涉及多家公司、更深入的合作關(guān)系(我手頭就有幾家這樣的公司)。但通常情況下,一家就足夠了。

????這里面不包括非營利機(jī)構(gòu)的董事。非營利機(jī)構(gòu)的董事你想做多少都隨你。但在非營利機(jī)構(gòu),你將學(xué)到和體驗(yàn)到的變化、激勵、動機(jī)等等是完全不同的。這不是我們今天要討論的問題。

????如果你是一家初創(chuàng)公司的CEO,還沒有在另外一家公司擔(dān)任董事,不妨想想怎么來做。如果你在我的圈子里,還沒有擔(dān)任外部公司董事,不妨聯(lián)系我,或許我可以幫你結(jié)識一些人。

????布拉德?菲爾德(@bfeld)作為早期投資者和創(chuàng)業(yè)者已有二十多年。在共同創(chuàng)立Foundry Group前,他共同創(chuàng)立了風(fēng)險投資公司Mobius Venture Capital以及幫助建立和經(jīng)營軟件公司的Intensity Ventures。布拉德還是創(chuàng)業(yè)公司孵化器TechStars的共同創(chuàng)始人,他的博客地址是www.feld.com/wp/。

????譯者:早稻米

????Last week I had two meetings with CEOs of companies we've recently invested in where the question of "what is an ideal board meeting" came up. I'm writing an entire book on it called Startup Boards: Reinventing the Board of Directors to Better Support the Entrepreneur, so it's easy for me to define my ideal board meeting at this point since my head is pretty deep into it intellectually.

????One of the things I always suggest to CEOs is that they be an outside director for one company that is not their own. I don't care how big or small the company is, whether or not I have an involvement in the company or if the CEO knows the entrepreneurs involved. I'm much more interested in the CEO having the experience of being a board member for someone else's company.

????Being CEO of a fast growing startup is a tough job. There are awesome days, dismal days, and lots of in-between days. I've never been in a startup that was a straight line of progress, and I've never worked with a CEO who didn't regularly learn new things, have stuff not work or not go through stretches of huge uncertainty and struggle.

????Given that I am no longer a CEO (although I was once – for seven years) I don't feel the pressure of being CEO. As a result I've spent a lot of the past 17 years being able to provide perspective for the CEOs I work with. Even when I'm deeply invested in the company, I can be emotionally and functionally detached from the pressure and dynamics of what the CEO is going through on a daily basis while still understanding the issues since I've had the experience.

????Now, imagine you are a CEO of a fast growing startup. Wouldn't it be awesome to be able to spend a small amount of your time in that same emotional and functional detachment for someone else's company? Not only would it stretch some new muscles for you, it'd give you a much broader perspective on how "the job of a CEO" works. You might have new empathy for a CEO, which could include self-empathy (since you are also a CEO) – which is a tough concept for some, but is fundamentally about understanding yourself better, especially when you are under emotional distress of some sort. You'd have empathy for other board members and would either appreciate your own board members more, or learn tools and approaches to develop a more effective relationship with them, or decide you need different ones.

????There are lots of other subtle benefits. You'll extend your network. You'll view a company from a different vantage point. You'll be on the other side of the financing discussions (a board member, rather than the CEO). You'll understand "fiduciary responsibility" more deeply. You'll have a peer relationship with another CEO that you have a vested interest in that crosses over to a board – CEO relationship. You'll get exposed to new management styles. You'll experience different conflicts that you won't have the same type of pressure from. The list goes on and on.

????I usually recommend only one outside board. Not two, not three – just one. Any more than one is too many – as an active CEO you just won't have time to be serious and deliberate about it. While you might feel like you have capacity for more, your company needs your attention first. There are exceptions, especially with serial entrepreneurs who have a unique relationship with an investor where it's a deeper, collaborative relationship across multiple companies (I have a few of these), but generally one is plenty.

????I don't count non-profit boards in this mix. Do as much non-profit stuff as you want. The dynamics, incentives, motivations, and things you'll learn and experience are totally different. That's not what this is about.

????If you are a CEO of a startup and you aren't on one other board as an outside director, think hard about doing it. And, if you are in my world and aren't on an outside board, holler if you want my help getting you connected up with some folks.

????Brad Feld (@bfeld) has been an early stage investor and entrepreneur for over twenty years. Prior to co-founding Foundry Group, he co-founded Mobius Venture Capital and, prior to that, founded Intensity Ventures, a company that helped launch and operate software companies. Brad is also a co-founder of TechStars, and blogs at http://www.feld.com/wp/

掃碼打開財(cái)富Plus App
永久综合人人视频在线观看| 日韩欧美理论在线观看| 国产精品久久久久9999高清| 国产高清视频一区三区| 中文字幕人妻A片免费看| 亚洲日本中文字幕天天更新| 国产成人AV日韩色情| 久久久久久精品一区二区国产不卡| 最近中文字幕MV在线视频WWW| 国产成人午夜电影在线观看91| 久久精品国产99国产精| 97国产在线看片免费人成视频| 免费观看一级特黄三大片视频| 国产精品成人一区二区不卡| 国产成人免费不卡激情视频| 久热中文字幕在线精品| 欧美美女性生活视频| 51国偷自产一区二区三区| japanese日本熟妇另类| 国产综合久久一区二区三区| 欧美最新三级手机在线| 亚洲日本香蕉91视频| 蜜臀精品视频在线观看| 国产成人精品手机在线观看| 欧洲亚洲另类一区在线观看| 日韩av无码一区二区三区| 久久99精品久久久久久国产人妖| 少妇人妻无码一区二区三区三级| 精品无码一级毛片免费视频观看| 国产美女爽到喷出水来视频| 久久人人妻人人做人人爽| 国产又黄又爽又色又刺激视频| 国产AV综合第一页一个的一区免费影院黑人| 浮力影院欧美三级日本三级| 国语对白露脸XXXXXX,亚州av综合色区无码一区| 国产亚洲色婷婷久久99精品| 久久久久久成人毛片免费看| 国产成人无码AV在线播放不卡| 自拍三区一级国产片| 国产精品成人嫩草影院| 久久精品国产亚洲AV麻豆AⅤ1|