RT Journal Article
SR Electronic
T1 The Entrepreneurial CEO as “Coach/Player”
JF The Journal of Private Equity
FD Institutional Investor Journals
SP 35
OP 41
DO 10.3905/jpe.2006.635427
VO 9
IS 3
A1 Vance H. Fried
A1 Garry D. Bruton
A1 David Kern
YR 2006
UL https://pm-research.com/content/9/3/35.abstract
AB What is the CEO's role in an entrepreneurial venture? Should it be that of a hands-on player/coach, or the corporate model of a Jack Welch? Either approach can be fatal. Drawing on the perspective of venture capitalists, this article solidly supports the theme of the entrepreneur/CEO as a coach/player—focusing on coaching activities while still being involved in some player roles. Three coaching roles are identified as critical to success in high-growth ventures: driving the strategic direction of the company, developing and motivating the organization, and managing the board of directors. Pitfalls of the “player-first” and “coach-only” traps are discussed.TOPICS: Private equity, manager selection, quantitative methods