My colleagues and I started envisioning a new book as a sequel or companion to Startup CEO that is going to be published on June 9th.
Recruiting and interviewing candidates to join your board as an independent director is time consuming and there really aren’t any shortcuts or workarounds.
We believe that the business world is migrating toward an on-demand workforce across all levels of an organization.
Independent directors in privately held early-stage companies are compensated for their board contributions, just like they are in publicly traded companies, although the numbers and currencies are not the same.
Of all the board searches we are running at Bolster, about ⅔ of them are open to taking on first-time directors; and almost all are committed to increasing diversity on their boards.
A Declaration of Independents: The Important Role Independent Directors Play on Diversifying & Strengthening Private Company Boards
Today we’re excited to announce preliminary results from Bolster’s Board Benchmarking survey, our analysis of 250 private company boards.
Startup Boards for CEOs Series: Post 5 of 9. You’d never hire a senior executive without putting together some kind of job spec or requirements document to guide the process, to get you from point A to point B. Hiring an independent board member is no different.
In a previous post, I shared the difference between CEO Mentors and CEO Coaches. I’ll share with you here how to select the Mentors and Coaches who are right for you.
How would you describe your professional value proposition? What about doing it in 15 seconds? Learn best practices from our event with Laura Allen.
Harry Potter was lucky. He had, in Albus Dumbledore, the ultimate wise elder, in his corner. Someone who could teach him how to be a better human being (er, wizard), how to be more proficient with his wand and spells, how to think strategically and defeat the bad guys.
Startup Boards for CXOs Series: Post 4 of 12. By the time you get to the interview stage for a board role, you’ve already been vetted to some degree. Like other high-profile jobs you should take the interview for a board role seriously, and you should be as prepared as possible.
Startup Boards for CEOs Series: Post 4 of 9. Some people, when looking back at 2020, will remark what a difficult, turbulent year it was. I’m hopeful that founding teams and startups will look at 2020 and say, “that’s the year we drew a line in the sand and started diversifying our board. It was the best decision we ever made.”
Startup Boards for CXOs Series: Post 3 of 12. I’m often asked by accomplished executives how to get on a board and I always tell them that one of the best ways to build your “board readiness” skills is to get in the game. An advisory board role is an excellent way to do that.
Startup Boards for CEOs Series: Post 3 of 9. Now that you’re committed to getting the size and composition of your board right as the foundation to develop your board as a strategic asset, you need to think next about board dynamics. This is particularly important as your company grows.
As an on-demand marketplace, we spend a lot of time at Bolster thinking about how CEOs can leverage interim, fractional, and project-based work to augment their teams and achieve scale faster. It's also the model we follow internally.
At Bolster, we believe that diverse and inclusive teams and boards are more innovative, drive better business outcomes, and are stronger than homogenous teams. We aren’t the only ones that think that way.
At Bolster, we believe that 2021 will mark the rise of the on-demand economy for executives. More than ever before, executives are seeking out roles that distinctly aren’t full-time for a variety of reasons...
Startup Boards for CXOs Series: Post 2 of 12. Short of someone calling you up and asking if you’d like to be on their board, or asking you during a networking event, you might be wondering, “Well, how do I get on a board?”
Startup Boards for CEOs Series: Post 2 of 9. How large should your board be? That’s a pretty critical question every CEO contemplates at one time or another.
As we kick off a new year of planning, resource allocation, and headcount discussions, consider this new tactic to add to your 2021 CEO toolkit: On-demand executive talent.
Startup Boards for CXOs Series: Post 1 of 12. Unless you’ve been a startup executive with regular interactions with a board and regular attendance at board meetings, you’re unlikely to know what a startup board looks like, how it functions, and what you can do to make a big impact.
Startup Boards for CEOs Series: Post 1 of 9. Any series of blog posts about boards should start with the basics. Why have a board in the first place? What do they do? How big should they be? Do you really even need one?
You may be wondering, what exactly is a fractional executive? A fractional executive is an up-and-coming type of executive gig role.
Our Board Benchmarking survey will shed light on the independence, diversity, and compensation of private company boards that’s never been available on a broad basis before.
Learn more about how to most effectively scale your board to support your company’s success
On-Demand Executives help CEOs and existing leaders, allowing you to scale from within your employee base instead of hiring externally, increasing your chance of success with the role.
You asked, we listened! Bolster creates partnership to offer health, dental, vision and life insurance.
Even before the Covid-19 pandemic, it was clear that there was a better way to connect high-end, experienced and vetted senior talent to startups. Kevin Lee with eMarketing Association sits down with Matt Blumberg to discuss the opportunity and learn more about Bolster.
Moving offsites to Zoomsites. I’ve attended two remote conferences recently. Both hold interesting lessons for how these kinds of events can work well.
Welcome to Bolster, the on-demand executive talent marketplace. We are creating a platform that is the new way to scale an executive team.
The major societal trend to “gig” has reached the C-Suite. Bolster was started to help organize a talent marketplace out of what is mostly an informal economy today.
The gig economy is a labor market where short-term, or freelance, roles are more prevalent than permanent positions.
Bolster was started to create a new way for startup and scaleup CEOs to think about growing their leadership teams. Why do CEOs need help with this?