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Part 3: Creating an Execution Machine

When You Need To Set Your Culture

By DPart 3: Creating an Execution Machine
Dear Founder, From day one it’s important to pay attention to culture. What is it that you want your company to stand for? What is its purpose? What are its...
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October 13, 2016

Appendix: Setting Your Culture

By DPart 3: Creating an Execution Machine
In my personal career I’ve worked at the following companies and experienced the following cultures: Strong paternalistic culture. IBM was my first professional work experience and, at the time, I...
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October 12, 2016

When You Want To Avoid Nasty Surprises

By DPart 3: Creating an Execution Machine
Dear Founder, In opening this letter, you’ve likely just had one or more nasty surprises. I always say that problems don’t get better with age. Therefore, I’m always on the lookout...
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October 11, 2016

When You Need To Improve Execution

By DPart 3: Creating an Execution Machine
Dear Founder, I’m sure that you’re finding it hard to accept that people are not delivering on their commitments. Personally, I find this behavior to be the one that causes...
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October 10, 2016

When You Want To Blame Someone

By DPart 3: Creating an Execution Machine
Dear Founder, I know what if feels like when you're angry that something didn't go right. You may even feel justified in pointing fingers at the person or people you...
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October 9, 2016

When You Need To Be Overt

By DPart 3: Creating an Execution Machine
Dear Founder, Are you surprised when your team sometimes does things or behaves in ways that are diametrically opposed to what you believe or hope that they will do? When...
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October 7, 2016

When You Need To Solve Cross-Functional Friction

By DPart 3: Creating an Execution Machine
Dear Founder, Well, it appears that you must be having some success in your company. Your team has evolved from a group that was very cohesive and aligned every day, to...
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October 6, 2016

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  • Part 1: Getting Started
  • When You Want To Start A Company
  • When You’re Selecting A Co-Founder
  • Selecting A Co-Founder: Appendix
  • When You Need To Recruit
  • When You Need To Put The Company’s Needs Ahead Of Your Own
  • When You Need To Build Your Board
  • When You Wonder If Philanthropy Has A Place In A Startup
  • Part 2: Fundraising
  • When You’re Setting Terms For Your Seed Round
  • When You’ve Just Raised Your Seed Round
  • When Nobody Wants To Give You Money
  • When You’re Raising Money And Everyone Wants To Invest
  • Part 3: Creating An Execution Machine
  • When You Need To Set Your Culture
  • Appendix: Setting Your Culture
  • When You Want To Avoid Nasty Surprises
  • When You Need To Improve Execution
  • When You Want To Blame Someone
  • When You Need To Be Overt
  • When You Need To Solve Cross-Functional Friction
  • Part 4: Dealing With Challenges
  • When You Need Inspiration
  • When You’re Overwhelmed
  • When You’ve Just Missed Your Quarter
  • When Your Board Is Driving You Crazy
  • When You Have A Crisis
  • When No One Is Energized To Be Here
  • When A Co–Founder Isn’t Pulling Their Weight
  • When You Have To Fire Your First Employee
  • When Your First Key Hire Leaves
  • When Your Idea Just Isn’t Working
  • When You’re Afraid You Might Be A “Tweener”
  • Appendix: Tweeners
  • When Your Board Says They’re Replacing You As CEO
  • Part 5: The Next Phase
  • When You Think Your Company Has Outgrown You
  • When You Decide To Sell Your Company
  • When You’ve Just Sold Your Company
  • When You’re Planning To Go Public
  • Bonus
  • The CEO Diagnostic Tool