A conversation about the different skills required by a founder CEO vs. a second CEO, what separates great CEOs from merely okay ones, and much more.

As you start your business and it begins to gain early traction, you are probably not thinking about your successor. But research shows that most founders, especially of fast-growing companies, won’t last as CEO past the third round of funding.

There is a dirty little secret that executive recruiters would like you not to discover. It’s one that experienced managers have known for a long time but are apt to ignore.

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The most successful people often are serious about self-improvement, which can come in the form of a good book. Here are two dozen excellent reads, recommended by founders, executives, and other high achievers.

Uber's recent CEO ouster can teach us many lessons about founder transitions and what we can do to avoid the negative impact of founder bad-behavior surprises.

The only rationale for why the capital markets have succumbed to the trendy scheme of dual-class stock for some of our recent tech investments is that Galbraith was right.  When it comes to financial markets, we do have short memories.  

It’s clear that competition in the fashion and apparel business is as brutal as any. Every organization is faced with a changing retail environment, the impact of the internet, pressure on margins, and challenges of becoming efficient in every aspect of the business.

Greed seems to be fueling the quickly disintegrating situation at what has been the world’s most valuable (its latest valuation approximating $70 billion) private company. 

• Valuations are always astronomical for other companies (i.e., not yours).

• Angel capital usually comes from people who have too much time on their hands and like to put their noses in places in which they have no expertise.

• And other extraordinary things that Startups always say.