1. SHAPING THE LEADERSHIP THAT IS SHAPING TOMORROW

2. YOU CAN’T CHANCE CHANGE

3. “BUILDING THE PERFECT MANAGEMENT TEAM”
SOME INSIGHTS 22ND MARCH 2018

4. STOP DREAMING

7. LET’S SET THE SCENE Vinod Khosla
According to Khosla, too many companies who want to think big are doomed to remain small because they pick the wrong investors, as he says, “Any investor who looks at exit strategies, or multiples of investment or even does an IRR calculation, a rate of return calculation, probably is the wrong partner for you.” 
“I think the single, most important fact about doing a start-up is being clear about your vision and not let it get distorted by what pundits and experts tell you. But the second most important thing is finding the right team, and that’s really, really hard, because people tend to look for people around them…You know, I was relentless… really spent well over 50% of my time recruiting, and I encourage all entrepreneurs to try and do that.”
Vinod Khosla
Founder & Managing Partner, Khosla Ventures
General Partner, Kleiner Perkins Caufield & Byers
Founder, CEO & Chairman, Sun Microsystems

8. LET’S SET THE SCENE Vinod Khosla
According to Khosla, too many companies who want to think big are doomed to remain small because they pick the wrong investors, as he says, “Any investor who looks at exit strategies, or multiples of investment or even does an IRR calculation, a rate of return calculation, probably is the wrong partner for you.” 
“I think the single, most important fact about doing a start-up is being clear about your vision and not let it get distorted by what pundits and experts tell you. But the second most important thing is finding the right team, and that’s really, really hard, because people tend to look for people around them…You know, I was relentless… really spent well over 50% of my time recruiting, and I encourage all entrepreneurs to try and do that.”
Vinod Khosla
Founder & Managing Partner, Khosla Ventures
General Partner, Kleiner Perkins Caufield & Byers
Founder, CEO & Chairman, Sun Microsystems

9. A REALITY CHECK FOR EUROPE
“We now have US$3BN under management. Last year, we turned down 40 European companies in healthcare really on the basis of quality and most of all the management teams. They don’t compare with US or Asian ambitions, speed or quality. We don’t have any investments in Europe and that’s a shame because I’m a European!”
Senior Partner
Unnamed Capital
22nd February 2018

10. A REALITY CHECK FOR EUROPE
“We now have US$3BN under management. Last year, we turned down 40 European companies in healthcare really on the basis of quality and, most of all, the management teams. They don’t compare with US or Asian ambitions, speed or quality. We don’t have any investments in Europe and that’s a shame because I’m a European!”
Senior Partner
Unnamed Capital
22nd February 2018

11. A SOBERING THOUGHT
50-70% of executives fail within the first 18 months of starting an executive role (internally or externally) and of those, about 3% "fail spectacularly," while nearly 50% "quietly struggle.”
People are generally hired for their skills and experience and released for their personality

12. CREATING VALUE

13. HOW DO YOU DO IT?

14. THE MECHANICS
BUILD YOUR COMPANY TO ATTRACT AND RETAIN THE BEST AND MOST TALENTED
VISION/ VALUES “DNA”: COMPANY PERSON
THE PEOPLE CYCLE

15. THE PEOPLE CYCLE PLANNING understanding, strategising, profiling
IDENTIFYING
networks, competition, market research, lateral thinking
ATTRACTING
focused, targeted strategy, creativity
PROFILING
instincts, interviewing, referencing, psychometric, team dynamics
NEGOTIATING
understand, money, equity, cash-non-cash, creative
SECURING
contract, post-sell, counter-offer
ON-BOARDING
integration, induction, relationships
STARTING
communicate, hand-holding, inform
SUCCEEDING
manage, coach, mentor, support, direct, stretch, challenge
RETAINING
traditional, non-traditional benefits, professional growth
EXITING
timing, circumstance, mutual value, ambassador

16. THE PEOPLE CYCLE PLANNING understanding, strategising, profiling
IDENTIFYING
networks, competition, market research, lateral thinking
ATTRACTING
focused, targeted strategy, creativity
PROFILING
instincts, interviewing, referencing, psychometric, team dynamics
NEGOTIATING
understand, money, equity, cash-non-cash, creative
SECURING
contract, post-sell, counter-offer
ON-BOARDING
integration, induction, relationships
STARTING
communicate, hand-holding, inform
SUCCEEDING
manage, coach, mentor, support, direct, stretch, challenge
RETAINING
traditional, non-traditional benefits, professional growth
EXITING
timing, circumstance, mutual value, ambassador

17. TECHNOLOGY FAILURE IS ACCEPTABLE MANAGEMENT FAILURE IS NOT!

18. NOW… Q&A

19. RECURRING THEMES
Hiring mistakes (sales, business development, board)
Correcting hiring mistakes
Developing and embedding a culture
Balance between science/business
Recruiting in a candidate marketplace
Key elements of a management team
Attracting and managing the best
Compensating when cash is limited

20. HOMEWORK
FOR EVERY ENTREPRENEUR, MANAGER, LEADER, SOME TECHNIQUES ON MANAGING AND MOTIVATING PEOPLE…

21. ESSENTIAL READING

22. ESSENTIAL READING

23. ESSENTIAL READING

24. SHAPING THE LEADERSHIP THAT IS SHAPING TOMORROW
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