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    1. Don’t Chase After Rock Stars

      Don’t Chase After Rock Stars

      Today’s public companies aren’t perfect, but in terms of board recruitment they do provide a worthwhile template for startups seeking to assemble a first class board of directors. The reason for this is that prior bad actors – think Enron, Yahoo and Hewlett-Packard – and subsequent remedial actions – Sarbanes-Oxley and the Dodd-Frank Act – have placed public company boards under tremendous shareholder and regulatory scrutiny to ensure the right individuals are in the boardroom.

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    2. Gary Schall: Board Directors Should Be Like Top Athletes – Balanced and Agile

      Gary Schall: Board Directors Should Be Like Top Athletes – Balanced and Agile

      GUEST MENTOR Gary Schall, counsel for corporate practice group, WilmerHale: Balance and agility are terms often used to describe top athletes – as in the controlled and quick movements of a star tennis player, the steady grace of an Olympic gymnast or the swift force of a champion wrestler. But balance and agility are also fundamental to the effective performance of a startup’s board of directors. ...

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    3. Shlomo Kramer: The Right Board Is Like a Critical Organ

      Shlomo Kramer: The Right Board Is Like a Critical Organ

       In the hierarchy of questions entrepreneurs must ask about building a board of directors, “when” and “how” can’t get settled until we consider “why.” Why does a startup need a board of directors? Why does a body need a heart? Or lungs? The right board of directors becomes a critical organ, and it can help an emerging company thrive as it moves through a series of discrete maturity stages.

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    4. Steve Blank: Don’t Give Away Your Board Seats

      Steve Blank: Don’t Give Away Your Board Seats

      STEVE BLANK: I recently had a group of ex-students out to my home who were puzzling over a dilemma. They’d been working hard on their startup, were close to finding product/market fit and had been approached by Oren, a potential angel investor. Oren had been investing since he left Google four years ago and was insisting on not only a board seat, but he wanted to be chairman of the board. The team wasn't sure what to do. ...

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