{"product_id":"startup-boards-9781119859284","title":"Startup Boards","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eForeword xiii\u003c\/p\u003e \u003cp\u003ePrefacex vii\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection 1: Board Fundamentals 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1: Introduction 3\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat’s New in the Second Edition 4\u003c\/p\u003e \u003cp\u003eWho This Book Is For 6\u003c\/p\u003e \u003cp\u003eMagic Words, Phrases, Abbreviations, and Style 7\u003c\/p\u003e \u003cp\u003eNote 9\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2 : The Board’s Purpose 11\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAccountability 12\u003c\/p\u003e \u003cp\u003eGeneral Responsibilities 12\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3: Legal Characteristics 15\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA Board Member’s Legal Duties 16\u003c\/p\u003e \u003cp\u003eAddressing Conflicting Duties 18\u003c\/p\u003e \u003cp\u003eBenefit Corporations and the B Corp Movement 20\u003c\/p\u003e \u003cp\u003eShould You Get D\u0026amp;O Insurance? 21\u003c\/p\u003e \u003cp\u003eNote 23\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4: Board Member Roles 25\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChair or Lead Director 25\u003c\/p\u003e \u003cp\u003eExecutive Chair 28\u003c\/p\u003e \u003cp\u003eShould You Be Chair of Your Board? 29\u003c\/p\u003e \u003cp\u003eIndependent Board Members 30\u003c\/p\u003e \u003cp\u003eBoard Observers 30\u003c\/p\u003e \u003cp\u003eOutside Counsel 32\u003c\/p\u003e \u003cp\u003eNote 34\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5: Board Functions 35\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Role of Board Committees 35\u003c\/p\u003e \u003cp\u003eInformal Responsibilities of a Board 36\u003c\/p\u003e \u003cp\u003eControl Priorities 37\u003c\/p\u003e \u003cp\u003eBeing Rich and Queen (or King) 39\u003c\/p\u003e \u003cp\u003eShareholder Rights 40\u003c\/p\u003e \u003cp\u003eEconomic and Performance Priorities 41\u003c\/p\u003e \u003cp\u003eEmotional Priorities: Trust, Judgment, and Transparency 42\u003c\/p\u003e \u003cp\u003eNotes 43\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection 2: Creating Your Board 45\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6: Size and Composition 47\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eManagement 48\u003c\/p\u003e \u003cp\u003eInvestors 49\u003c\/p\u003e \u003cp\u003eIndependents 50\u003c\/p\u003e \u003cp\u003eMatt’s Rule of 1s 51\u003c\/p\u003e \u003cp\u003eNotes 52\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7: VCs and Boards 53\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eNotes 56\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8: Board Evolution 57\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStartup Stages 57\u003c\/p\u003e \u003cp\u003eLimiting the Number of Investor Board Members 59\u003c\/p\u003e \u003cp\u003eManaging Independent Seats 60\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9: What to Look for in a Director 63\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGeneral Skills 63\u003c\/p\u003e \u003cp\u003eFit with Your Existing Board 64\u003c\/p\u003e \u003cp\u003eWhat Does Your Company Need? 65\u003c\/p\u003e \u003cp\u003eExperiences 66\u003c\/p\u003e \u003cp\u003eAttributes 69\u003c\/p\u003e \u003cp\u003eGovernance Philosophy 69\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10: Recruiting and Interviewing Board Members 71\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSourcing 71\u003c\/p\u003e \u003cp\u003eThe Interview Process 73\u003c\/p\u003e \u003cp\u003eInterviewing VCs Before They Join Your Board 76\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11: Compensation 77\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eVCs and Management 77\u003c\/p\u003e \u003cp\u003eIndependent Directors 78\u003c\/p\u003e \u003cp\u003eNotes 80\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12: Board Diversity 81\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUnconscious Bias 81\u003c\/p\u003e \u003cp\u003eThe First Step: Appoint Independent Directors Early 83\u003c\/p\u003e \u003cp\u003eThe Second Step: Open Your Search to Board- Ready First- Timers 83\u003c\/p\u003e \u003cp\u003eNotes 86\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13: Onboarding Your Directors 87\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUsing Employee Onboarding as a Guide 87\u003c\/p\u003e \u003cp\u003eOnboarding New Directors 88\u003c\/p\u003e \u003cp\u003eInteracting with Your Team 89\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14: Removing a Board Member 91\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRemoving a Founder Director 92\u003c\/p\u003e \u003cp\u003eRemoving an Investor Director 92\u003c\/p\u003e \u003cp\u003eRemoving an Independent Director 93\u003c\/p\u003e \u003cp\u003eGetting Rid of the Entire Board 94\u003c\/p\u003e \u003cp\u003eNotes 95\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 15: Is an Advisory Board Useful? 97\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBoard of Directors vs. Advisory Board 98\u003c\/p\u003e \u003cp\u003eAttributes of a Useful Advisory Board Member 99\u003c\/p\u003e \u003cp\u003eSelecting Advisory Board Members 100\u003c\/p\u003e \u003cp\u003eBuilding an Advisory Board 100\u003c\/p\u003e \u003cp\u003eChallenges of Advisory Boards 101\u003c\/p\u003e \u003cp\u003eNotes 102\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection 3: Preparing for and Running the Board Meeting 103\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 16: Preparing for the Board Meeting 105\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Value of Preparation 106\u003c\/p\u003e \u003cp\u003eThe Meeting Agenda 107\u003c\/p\u003e \u003cp\u003eFocus on Critical Items 108\u003c\/p\u003e \u003cp\u003eThe Board Book 109\u003c\/p\u003e \u003cp\u003eCreating an Annual Calendar 113\u003c\/p\u003e \u003cp\u003eNotes 114\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 17: Meeting Dynamics 115\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSeating 115\u003c\/p\u003e \u003cp\u003eThe Meeting Length 116\u003c\/p\u003e \u003cp\u003eIncluding Your Team in the Board Meeting 117\u003c\/p\u003e \u003cp\u003eSlides or No Slides? 118\u003c\/p\u003e \u003cp\u003eDiscussion or Decision Item? 118\u003c\/p\u003e \u003cp\u003eThe Executive Session and the Closed Session 119\u003c\/p\u003e \u003cp\u003eA Board Call Instead of a Meeting 120\u003c\/p\u003e \u003cp\u003eRemote Attendees and Hybrid Meetings 121\u003c\/p\u003e \u003cp\u003eThe Post- Meeting Survey 123\u003c\/p\u003e \u003cp\u003ePost Meeting 124\u003c\/p\u003e \u003cp\u003eNotes 125\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 18: Motions and Votes 127\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRobert’s Rules of Order 127\u003c\/p\u003e \u003cp\u003eHave Your Lawyer at the Meeting 128\u003c\/p\u003e \u003cp\u003eThe Mechanics of Voting 128\u003c\/p\u003e \u003cp\u003eWhat If You Don’t Agree? 129\u003c\/p\u003e \u003cp\u003eDealing with Formal Items 130\u003c\/p\u003e \u003cp\u003eMinutes 131\u003c\/p\u003e \u003cp\u003eUnanimous Written Consent 131\u003c\/p\u003e \u003cp\u003eNotes 132\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection 4: Between Meetings: Ongoing Work 133\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 19: Managing Ongoing Communication 135\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat the Board Expects from a CEO 135\u003c\/p\u003e \u003cp\u003eCommunicate Both Good and Bad News 136\u003c\/p\u003e \u003cp\u003eNote 138\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 20: Committees 139\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCommittee Meeting Formalities 139\u003c\/p\u003e \u003cp\u003eCompensation 140\u003c\/p\u003e \u003cp\u003eAudit 141\u003c\/p\u003e \u003cp\u003eNominating 142\u003c\/p\u003e \u003cp\u003eCEO Expenses 142\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 21: Mentors and Learning by Doing 145\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMentorship and Vulnerability 145\u003c\/p\u003e \u003cp\u003eLearning by Doing 147\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 22: CEO Transitions 149\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSituations That Lead to a CEO Change 149\u003c\/p\u003e \u003cp\u003eScale Up with Growth 151\u003c\/p\u003e \u003cp\u003eWhy Boards Fire CEOs 152\u003c\/p\u003e \u003cp\u003ePlanning for Healthy Transitions 154\u003c\/p\u003e \u003cp\u003eNotes 155\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection 5: Transactions 157\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 23: Financings 159\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eNew Investor- Led Round 159\u003c\/p\u003e \u003cp\u003eInsider- Led Round 160\u003c\/p\u003e \u003cp\u003eThe Down Round and a Rights Offering 161\u003c\/p\u003e \u003cp\u003eHow Involved Should VCs Be in Financings? 161\u003c\/p\u003e \u003cp\u003eConvertible Notes 162\u003c\/p\u003e \u003cp\u003eVenture Debt 162\u003c\/p\u003e \u003cp\u003eNotes 163\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 24: Stock Option Grants and 409A Valuations 165\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 25: Selling a Company 169\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eConfidentiality 169\u003c\/p\u003e \u003cp\u003eFiduciary Responsibility 170\u003c\/p\u003e \u003cp\u003eYour Outside Counsel’s Role 171\u003c\/p\u003e \u003cp\u003eAcquihire 172\u003c\/p\u003e \u003cp\u003eCarve- Outs and 280G 173\u003c\/p\u003e \u003cp\u003eShareholder Representative 173\u003c\/p\u003e \u003cp\u003eNote 174\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 26: Buying a Company 175\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eNegotiating and Structuring the Deal 175\u003c\/p\u003e \u003cp\u003eFinancing an Acquisition 176\u003c\/p\u003e \u003cp\u003eBoard Approvals 177\u003c\/p\u003e \u003cp\u003eManaging Transaction and Post- Deal Integration 178\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 27: Going Public 179\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eProcess 179\u003c\/p\u003e \u003cp\u003eCommittees 180\u003c\/p\u003e \u003cp\u003eConfidentiality 180\u003c\/p\u003e \u003cp\u003eInsider Status 181\u003c\/p\u003e \u003cp\u003eVCs on Public Company Boards 181\u003c\/p\u003e \u003cp\u003eSPACs 182\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 28: Going Out of Business 185\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Zone of Insolvency 185\u003c\/p\u003e \u003cp\u003eResponsibility to Creditors 186\u003c\/p\u003e \u003cp\u003eResponsibility to Shareholders 187\u003c\/p\u003e \u003cp\u003eLiability 188\u003c\/p\u003e \u003cp\u003eChapter 11 188\u003c\/p\u003e \u003cp\u003eChapter 7 189\u003c\/p\u003e \u003cp\u003eAssignment for the Benefit of Creditors 189\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection 6: For Independent Directors and Aspiring Board Members 191\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 29: Preparing for Your First Board Role 193\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eNote 196\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 30: Interviewing for a Board Role 197\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Interview 197\u003c\/p\u003e \u003cp\u003eDiligence Items to Explore 198\u003c\/p\u003e \u003cp\u003eChapter 31: Your First Board Meeting 201\u003c\/p\u003e \u003cp\u003eChapter 32: Communicating Effectively 205\u003c\/p\u003e \u003cp\u003eNote 208\u003c\/p\u003e \u003cp\u003eChapter 33: How to Be a Great Board Member 209\u003c\/p\u003e \u003cp\u003eChapter 34: Conclusion 213\u003c\/p\u003e \u003cp\u003eAcknowledgments 215\u003c\/p\u003e \u003cp\u003eBibliography 217\u003c\/p\u003e \u003cp\u003eIndex 221\u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":48866420916567,"sku":"9781119859284","price":19.54,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781119859284.jpg?v=1722278563","url":"https:\/\/bookcurl.com\/products\/startup-boards-9781119859284","provider":"Book Curl","version":"1.0","type":"link"}