SlideShare a Scribd company logo
Charm Model
Opportunity Resources
Team
Founder
Ambiguity Exogenous forcesFits and Gaps
Business Plan
Uncertainty Capital market context
Creativity Leadership
Communication
Time
Growth
5/13/2014 2014lescharm 1
Growth Rate
5/13/2014 2014lescharm 2
GROWTH RATES
*
5/13/2014 2014lescharm 3
Leadership Responsibilities
At Each Stage
Strategic Innovator
Change Catalyst
Organization Builder
Chief of Culture
Team Builder
Coach
Planner
Communicator
START UP
INITIAL GROWTH
RAPID GROWTH
CONTINUOUS GROWTH
Doer/Decision Maker
Delegator
Direction Setter
5/13/2014 2014lescharm 4
Leader's Ability to Delegate
Changes As You Grow
Leader’s Ability to Do
Cash
Business Resource
Matching of
Business
and Personal
Goals
People-
Quality and
Diversity
Strategic Planning
Systems and Controls
Critical to
the Company
Important but
Managed
Modestly
Irrelevant or a
Natural
By-product
VALU
TIME5/13/2014 2014lescharm 5
5/13/2014 2014lescharm 6
SUCCESS RATES OF FOUNDERS
Company
Age
3 Years 4 Years IPO
% still CEO 50% 40% 25%
2014lescharm5/13/2014 7
The Rich-vs-King Tradeoff
$10
$9
$8
$7
$6
$5
$4
$3
$2
Gave up both
CEO and
Board Control
Kept CEO
Position Only
Kept Board
Control Only
Kept CEO and
Board Control
Shareofcompanyvaluation$M)
Older company (n=219)
Younger company (n=230)
Noam Wasserman
Academy 2006 Best Paper Proceedings
2014lescharm5/13/2014 8
The Trade-Off Entrepreneurs Make
Well Below Potential Close to Potential
CompleteLittle
Failure Rich
King Exception
Financial Gains
ControlOverCompany
Noam Wasserman
The Founder’s Dilemma
2014lescharm5/13/2014 9
Going back 15 years, stocks in
founder/CEO companies have
surged an average
970% vs. a 222% gain for the S&P
500.
2014lescharm5/13/2014 10

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Slides with timmons model

  • 1. Charm Model Opportunity Resources Team Founder Ambiguity Exogenous forcesFits and Gaps Business Plan Uncertainty Capital market context Creativity Leadership Communication Time Growth 5/13/2014 2014lescharm 1
  • 4. Leadership Responsibilities At Each Stage Strategic Innovator Change Catalyst Organization Builder Chief of Culture Team Builder Coach Planner Communicator START UP INITIAL GROWTH RAPID GROWTH CONTINUOUS GROWTH Doer/Decision Maker Delegator Direction Setter 5/13/2014 2014lescharm 4
  • 5. Leader's Ability to Delegate Changes As You Grow Leader’s Ability to Do Cash Business Resource Matching of Business and Personal Goals People- Quality and Diversity Strategic Planning Systems and Controls Critical to the Company Important but Managed Modestly Irrelevant or a Natural By-product VALU TIME5/13/2014 2014lescharm 5
  • 7. SUCCESS RATES OF FOUNDERS Company Age 3 Years 4 Years IPO % still CEO 50% 40% 25% 2014lescharm5/13/2014 7
  • 8. The Rich-vs-King Tradeoff $10 $9 $8 $7 $6 $5 $4 $3 $2 Gave up both CEO and Board Control Kept CEO Position Only Kept Board Control Only Kept CEO and Board Control Shareofcompanyvaluation$M) Older company (n=219) Younger company (n=230) Noam Wasserman Academy 2006 Best Paper Proceedings 2014lescharm5/13/2014 8
  • 9. The Trade-Off Entrepreneurs Make Well Below Potential Close to Potential CompleteLittle Failure Rich King Exception Financial Gains ControlOverCompany Noam Wasserman The Founder’s Dilemma 2014lescharm5/13/2014 9
  • 10. Going back 15 years, stocks in founder/CEO companies have surged an average 970% vs. a 222% gain for the S&P 500. 2014lescharm5/13/2014 10