×

Uh-oh, it looks like your Internet Explorer is out of date.

For a better shopping experience, please upgrade now.

Leading at the Speed of Growth: Journey from Entrepreneur to CEO / Edition 1
     

Leading at the Speed of Growth: Journey from Entrepreneur to CEO / Edition 1

4.0 1
by Katherine Catlin, Jana B. Matthews
 

See All Formats & Editions

ISBN-10: 0764553666

ISBN-13: 9780764553660

Pub. Date: 05/15/2001

Publisher: Wiley

Learn how to take your company to the next level of growth through the stories of over 500 successful entrepreneurs. Developed by the Kauffman Center for Entrepreneurial Leadership, this flagship book introduces a new series on managing growth. The authors expertly guide you through the three stages of entrepreneurial growth: initial growth, rapid growth, and

Overview

Learn how to take your company to the next level of growth through the stories of over 500 successful entrepreneurs. Developed by the Kauffman Center for Entrepreneurial Leadership, this flagship book introduces a new series on managing growth. The authors expertly guide you through the three stages of entrepreneurial growth: initial growth, rapid growth, and continuous growth. Personal stories told by successful entrepreneurs reveal the hows and whys of evolving as a leader at each stage, identifying red flags, vital signs, and secrets of sustained growth. Become a dynamic leader by using this book as your roadmap to entrepreneurial success.

Product Details

ISBN-13:
9780764553660
Publisher:
Wiley
Publication date:
05/15/2001
Series:
Managing Growth Series
Pages:
160
Product dimensions:
6.14(w) x 9.21(h) x 0.44(d)

Table of Contents

List of Illustrations.

Foreword.

Acknowledgments.

1. The Challenge of Growth.

2. Initial Growth.

3. Rapid Growth.

4. Continuous Growth.

5. Keeping It All in Perspective.

Index.

Customer Reviews

Average Review:

Post to your social network

     

Most Helpful Customer Reviews

See all customer reviews

Leading at the Speed of Growth: Journey from Entrepreneur to CEO 4 out of 5 based on 0 ratings. 1 reviews.
Guest More than 1 year ago
Summary: Almost everyone has an idea at some point in their lives for a great new company. Of those who go forward with those ideas, few actually get to stick around to enjoy all of the benefits of the eventual success. The reason is that many such founder CEOs remain stuck in the roles and habits that were essential to getting off to a good start. Those habits in turn become the limitations that keep the enterprise from growing. This book is an invaluable resource for CEOs who want to understand how they need to grow with the job. The book would have been greatly improved by including a focus on how the top management team needs to change its roles and focus as well. Without that detailed level of perspective, CEOs will still stumble with this information. Review: 'But the sad reality is that relatively few members of this wave of entrepreneurs will still be in charge when the companies they founded break through to super success.' 'The mission of Learning at the Speed of Growth is to enable many more entrepreneurs to be great leaders of growth companies.' The book's title is an outstanding one for its subject. The CEO's ability to learn is a key key limit to a company's success. When an improved product or service ignites rapid growth, it is typical for the growth to exceed that of the CEO's ability to learn. The board eventually finds a replacement who already has those lessons under her or his belt. While no book can teach you everything you need to know, you can use this book as a road map to tell you where you need to go next. 'The irony of entrepreneurial ledership is that the very behaviors and habit patterns that lead to success at one stage of growth contribute to failure in the next stage.' Keep that lesson in mind. It's the important take-away from this book. In the start-up phase, the CEO is both a doer and a decision-maker. In the initial growth phase, the CEO's best roles are as delegator and direction setter. If the CEO tries to keep doing all the key roles, the CEO becomes a stall who delays everything. In the rapid growth phase, the CEO's best roles are as team builder, coach, planner, and communicator. That's the stage where many CEO's don't have the experience to leap the talent chasm within themselves. Think of Chuck Scwab as a good role model here. In the continuous growth phase, the CEO should be a change catalyst, organization builder, promoter of innovation, and chief of culture. Think of Herb Kelleher of Southwest Airlines in that last role. The book also addresses what the company's focus should be. During start-up, it's developing new products and services. During initial growth, it's driving sales forward. In rapid growth, it is leading the market. And in continuous growth it is dominating the industry. Those who have followed Geoffrey Moore's work will recognize a similarity to the stages he describes in Crossing the Chasm and Inside the Tornado. The material in the book is greatly improved by sections called 'red flags' where warning signs of the need to change are identified. I found the book to be limited in not providing enough guidance about the roles of the rest of the top management team during these transitions. The work of Adizes on that subject is a good complement to the material in this fine book. CEOs would do well to find coaches to help them with these transitions if the shifts call for roles for which they have no experience. Those who wish to be CEOs of start-ups would be helped by organizing their careers to get these experiences before becoming a CEO. A take-away from this book is to think about all of the roles in which you have to change in your life. For example, as a parent, you are initially a loving adult and caregiver for babies. But when you children are 25, they need something different. You need to make those transitions along the way, or you lose the connection to their most urgent emotional, psychological, and physical needs.