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This is one post/chapter in a serialized book called Startup 101. For the introduction and table of contents, please click here.

We added this chapter after reading a recent comment:

"Can you/anyone help me to find the best reading on "Building an A-Team"? I have a friend who has a problem relating to this title and can't wait for the chapter to be written.

This CEO has two partners who are more of a pair of lead bookends than contributors.

I've made recommendations, but he's too timid to call them to task or, better still, hit the eject button on them.

Hate to see him sink."

This is one post/chapter in a serialized book called Startup 101. For the introduction and table of contents, please click here.

In How to Be an Effective CEO, we noted three things that a CEO has to do. One of them is to hire and fire a top management team. One of the simplest rules to understand is:

Hire an A-Team and it will hire an A-Team. Hire a B-Team and it will hire a C-Team.

This is simple to understand but hard to execute.

This is one post/chapter in a serialized book called Startup 101. For the introduction and table of contents, please click here.

First-time entrepreneurs are usually also first-time CEOs. When you look at your first business card that says CEO, don't forget that it is not necessarily telling the truth. You earn the title of CEO through your actions and your results. You still have your training wheels on.

Fortunately, there is probably more advice available on how to be an effective CEO than on almost any other subject. This chapter gives you a quick guide, but do invest the time to read the classics, particularly:

This is one post/chapter in a serialized book called Startup 101. For the introduction and table of contents, please click here.

"It ain't over till the fat lady sings" means that nothing happens until you get the signature on the contract. That is when the money gets wired. Deals often get derailed. They drift, and then nothing happens. Or a competitor comes in and snatches the prize from you. That is why a "closer," someone who can seal the deal, is so prized.

This is one post/chapter in a serialized book called Startup 101. For the introduction and table of contents, please click here.

First, the good news: building a website today is ten times cheaper and faster than it was 10 years ago. Now, the bad news: building a website today is ten times cheaper and faster than it was 10 years ago.

You are entering an incredibly crowded marketplace. You have to get and keep people's attention extremely fast, because hundreds of other services are just a click away. The bar is set very high, and knowing exactly how high does help. If you reach too low, you will only catch air and crash to the ground.

This is one post/chapter in a serialized book called Startup 101. For the introduction and table of contents, please click here.

This is possibly the most important strategic decision one can make for a Web tech venture. It is almost always a trade-off. There are those few magic ventures whose revenue scales from day one, without the need for external capital. We all want those, but they are almost as rare as hen's teeth. In most cases, you face a choice between scale and early profitability. You need total clarity on this decision, because it will determine your capital-raising strategy and all of your execution plans.

In our latest VC interview, we spoke with three of the four partners of XG Ventures: David Lee, Greg Lee, and Andrea Zurek (the other partner, Pietro Dova, could not make the call).

Yes, the G in "XG" stands for Google. The partners were early hires for strategic roles at Google -- or, as one of them put it, they were on the "rocketship." If you are looking for early-stage funding (seed to Series A) for an Internet venture (in video, social media, mobile, real-time, etc.), and you are based in Silicon Valley, you may want to get to know them. This interview is a good start.

This is one post/chapter in a serialized book called Startup 101. For the introduction and table of contents, please click here.

Fear of VCs is a common problem for first time entrepreneurs. It is a natural fear. You are going to be negotiating with somebody who is older, richer, and way more experienced in this than you are. You have heard a bunch of horror stories. They have the one thing you need to turn your dream into reality.

But chill out. Read this eight-step guide, and keep going.

This is one post/chapter in a serialized book called Startup 101. For the introduction and table of contents, please click here.

There are many books and countless blog posts about pitching (to both customers and investors). All we can hope to do here is, (1) put the pitch into some perspective, and (2) abstract the few key things that will help you when you are on stage. Most entrepreneurs are passionate about a particular market or technology, and putting a sales hat on does not come naturally to them. That is okay. Substance matters way more. But you can ruin a great opportunity if you mess up your pitch.

This is one post/chapter in a serialized book called Startup 101. For the introduction and table of contents, please click here.

The amount of capital you will need depends on what kind of venture you plan to build. You may need to go no further than the first rung of the ladder. You might be able to build a very good business that meets all of your financial needs without raising a dime from anybody. You might also strike it lucky and get phenomenal growth without needing capital. But being under-capitalized is a big source of venture failure. So you need to assess how much capital you'll need. Your chances of realistically getting that capital should factor into your planning. If you can reach only the lower rungs of the ladder, don't plan a business that needs higher levels out of your reach. If your first venture is a success, the other steps on the ladder will be more easily accessible if you decide to pursue another venture.