168. Leadership from Origin to Scale (Carter Cast)

You’ve been a manager and leader in early stage companies – from startups like Blue Nile (from $0 to $50 million in a couple years) to Walmart.com (from $0 – 5 billion in 7 years). I'm sure each was different but tell us about the experience of scaling such high growth companies?

What were some of the key lessons or surprises from those experiences?

You went from Operator to VC... Why'd you write the book?

You present these catchy archetypes in the book... Captain Fantastic; the Solo Flier; Version 1.0; the One-Trick Pony; the Whirling Dervish. Can you give us a brief overview of each and then maybe we can talk about which, in particular, afflict entrepreneurs?

Clearly you've thought deeply about the personal side of entrepreneurship and the psychology of founders. When you're looking at new deals, what sort of traits are you looking for in the founders? You and I have discussed your “Launching and Leading Startups” class at Kellogg-- what do you focus on in the class and why?

I tend to see different skill sets and strengths of those running an early stage business vs. those running an IPO-ready company and we recently had David Cohen on the show who said that often the person to start a company is not the right person to scale it or take it public. Do you agree or disagree and how do you think about the changing leadership requirements through scale?