Abstract
In Chapters 5 and 6, you explored how CEOs define organizational roles and fill those roles as the company scales. And while CEOs generally hire talented people and let them choose how best to do their jobs, they hold people accountable for specific outcomes. CEOs hold people accountable for specific outcomes because the board does the same to the CEO, usually expecting the company to meet quarterly revenue growth targets. The CEO must overcome three challenges to hold people accountable for achieving the startup’s goals:
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© 2019 Peter S. Cohan
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Cohan, P.S. (2019). Holding People Accountable. In: Scaling Your Startup. Apress, Berkeley, CA. https://doi.org/10.1007/978-1-4842-4312-1_7
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DOI: https://doi.org/10.1007/978-1-4842-4312-1_7
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Publisher Name: Apress, Berkeley, CA
Print ISBN: 978-1-4842-4311-4
Online ISBN: 978-1-4842-4312-1
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