Scaling Up: How a Few Companies Make It...and Why the Rest Don't (Mastering the Rockefeller Habits 2.0)

J:

"And along the journey, there is a set of habits — routines — that will make the climb easier. “Routine sets you free” is a key driving principle behind our methodologies and tools. You may set a goal to lose weight, but unless you change some daily and weekly routines, it will never be accomplished. Goals without routines are wishes; routines without goals are aimless. The most successful business leaders have a clear vision and the disciplines (routines) to make it a reality. “Routine sets you free.”" (Chapter 1)

J:

'Strategic thinking requires a handful of senior leaders meeting weekly (it's not sufficient to do strategy work once a quarter or once a year) in what Jim Collins calls "the council." It's a meeting separate from the standard executive team meeting. Rather than getting mired in operational issues, the strategic thinking team is focused on discussing a few big strategic issues including those outlined in the SWT and 7 Strata tools summarized below.

' (Chapter 1)

J:

"Like Rudy, who continues to go out beyond the harbor bar, you will find that leading a growth company is one of the more exhilarating things you can do in the world." (Chapter 2)

J:

"At the same time, there may be some people in your personal or professional life who are destructive — literally draining the life out of you — and/or distract you from your higher goals. There’s a space on the form where you can note relationships you want to end gracefully." (Chapter 3)

J:

'"We're looking for people who receive candor well," says Nash.' (Chapter 4)

J:

'NOTE: This is the first time the term “differentiation” has been used. Competitors can pursue owning the same words, make the same Brand Promises, and offer the same guarantees. However, it’s HOW you deliver on your promises where differentiation occurs. Adds Kevin Daum, author of ROAR! Get Heard in the Sales and Marketing Jungle: A Business Fable, “a true differentiator can only be defined as something your competitor won’t do or can’t do without great effort or expense. Often these can take years to develop since if it can be done cheaply, easily and quickly it provides little or no competitive advantage.”' (Chapter 7)

J:

"*Rocks: This term honors the late Stephen R. Covey, author of The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change. He would demonstrate how, if you have a limited amount of time (a bucket) and put in a bunch of pebbles first (email, distractions, etc.), there’s not much room for the big important stuff (Rocks). But if you reverse the process — take care of the big things first — then there’s room for all of it. To see an excellent demonstration of Covey’s rock analogy, go to YouTube and search “Big Rocks in First” and watch the six-minute video with your team." (Chapter 8)

J:

"Trends

In addition to sizing up the immediate opportunities and threats that the SWOT tends to surface, the senior team needs to rise above all of this. Leaders should look at major trends, such as significant changes in technology, distribution, product innovation, markets, and consumer and social developments around the world that might shake up not only the business but the entire industry.

Forget about the competitor down the street. Is there a company on the other side of the globe that might put you out of business? Is there a new technology coming onto the start-up scene that could lead to an overnight change in the way all companies must do business? How is robotics changing the very nature of work? These are the kinds of questions the strategic thinking team must explore." (Chapter 8)

J:

"The team meets frequently (weekly is best) for strategic thinking." (Chapter 8)

J:

"All employees are in a daily huddle that lasts less than 15 minutes." (Chapter 8)

J:

"2. The quarterly and annual planning meetings. At this one- to three-day offsite meeting, leaders update the Growth Tools" (Chapter 11)