Still not sure if you should trade in those golden handcuffs for a shot at a dotcom dream? Gather ‘round and hear what several executives have to say about making the transition.

It takes more than just the excitement of the Internet to lure most senior-level executives to the dotcom world. For Sam Howe, it was the opportunity to work for an early growth company where speed, risk-taking, and long hours came with the territory. Howe, 44, left Turner Broadcasting to join Atlanta-based eTour.com as Chief Marketing Officer. When he joined just six months ago, the company had 55 employees. Now, there are 140 and half of those are under Howe’s leadership.

Howe’s decision to join a startup came from previous experience at early growth companies, most recently at London-based Telewest, which grew from 10 people to 6,000 during Howe’s tenure. "I realized how much I enjoyed the entrepreneurial environment," he says, "so thinking about early growth led me to the Internet."

Howe took the summer off to think about the next steps for his career. He knew that the Internet space offered fast-moving technology, excitement, and potential, as Telewest had. Howe did some self-assessment, embarked on an extensive networking mission, and visited area Internet firms.

Howe realized that not all dotcoms are created equal. "I took interviews or met with (in person) contacts at more than 25 companies," he says. Howe recommends that anyone in a similar position take the time to "canvas the territory" and get a feel for what’s out there.

Howe separated potential employers from duds. "One of my key tests was: do the people at the company know what they don’t know’? You should look for that in the founders, who may tend to be young. I found that in a number of companies, the founder(s) or early employees had so much confidence, they often only wanted to engage on a limited basis. The companies I found myself most interested in were where the founders knew what they didn’t know and what they needed. That way they are more open to the gray-haired experience you bring and are more receptive to your input."

Howe decided on a company called eTour, where the average age is about 28, but since the company is in Atlanta, the atmosphere isn’t as "wild" as Silicon Valley. "It’s a little more traditional, but equally exciting. There is a youthful enthusiasm," says Howe.

Another difference … how people communicate. "I had to alter my style," says Howe. "I thought I was quick, fast moving, and could multitask, but I had to increase my use of email and learn to talk about subjects in short time spans." He characterizes communication at dotcom startups as "more hurried, interrupted and scattered."

Finally, there was the learning curve. "Because I had learned about the cable TV industry and a little about Internet ISPs in my previous work, I was confident that I knew something about the Internet space," explains Howe. "But once I started working, there was a learning curve in terms of the dynamic of the Internet that takes a good three months to get under your belt. You have to come with some sort of knowledge base. You can target the Internet industry, but you have to think critically about what you bring to any Internet company’s business model." To get up to speed, Howe recommends the following:

"The trick is that 70% of the issues are the same as in traditional firms, and 30% are not," explains Howe. "You have to remain open and not rush to judgement. That means listening a lot in your first three months"

When Howe makes hiring decisions, "enthusiasm about the Internet" alone is not enough. Candidates also need a strong set of core competencies -- such as sales or marketing experience – that will add value to the company.

"Speed, little analysis, risk taking, long hours are all hallmarks of early growth companies,’ says Howe. "It’s important that you want those things as opposed to just having stars in your eyes about the Internet. You have to be ready to reinvent yourself and participate in that kind of environment," he adds.

When Howe’s friends are interested in talking about employment at Internet companies, Howe tells them to come to eTour to "soak up the gestalt of the office." "It’s something they wouldn’t understand over a hamburger," explains Howe. "You have to see and feel it, it’s more than half of the evaluation process." He cautions executives who think they will be able to bring their corporate culture to a startup. "You are not going to change that environment because you are a senior VP."

While Howe doesn’t have any regrets about leaving traditional corporate America, he has had to make some sacrifices, like taking a substantial salary cut. "Obviously, there is always a promise of an equity payoff. As you get older, if you’ve had success earlier, you’re more likely to take this type of risk. There are some older execs that this is the biggest hurdle for them. "

If you accept early on that the company may not make millions of dollars for you, that’s key. "If you’ve planned right and are mature and have indeed been successful [in the past], then you probably can afford to risk it." But only you can decide whether you want that risk.