HABITS BOOK HOW TO
HABITS BOOK SERIES

HABITS BOOK HOW TO

Scaling Up shows business leaders how to get their organizations moving in sync to create something significant and enjoy the ride. Running a business is ultimately about freedom. More than 40,000 firms around the globe have used these tools to scale their companies successfully - many to $1 billion and beyond.

HABITS BOOK SERIES

The book includes a series of new one-page tools including the updated One-Page Strategic Plan and the Rockefeller Habits Checklist™. To accomplish this, Scaling Up focuses on the Four Decisions ® methodology that every company must get right: People, Strategy, Execution, and Cash.

To create a company where the team is engaged, the customers are doing your marketing, and everyone is making money. The goal of this book is to help you turn what feels like an anchor into the wind at your back. There’s no reason to do it alone, yet many top leaders feel like they are the ones dragging the rest of the organization up the S-curve of growth. This book is written so everyone - from frontline employees to senior executives - can get aligned in contributing to the growth of a firm. These approaches have been honed from over three decades of advising tens of thousands of CEOs and executives and helping them navigate the increasing complexities (and weight) that come with scaling up a venture. In Scaling Up, Harnish and his team share practical tools and techniques for building an industry-dominating business. Scaling Up: How a Few Companies Make It…and Why the Rest Don’t is the first major revision of this business classic. It’s been over a decade since Verne Harnish’s best-selling book Mastering the Rockefeller Habits was first released. This book details 5 design principles along with practical examples of compensation schemes from leading small, medium, and large firms.

And given that compensation is one of your largest expenses, it’s critical to get it right and then out of sight - and turn it into a strategic advantage in attracting, retaining, and motivating talent (or not accidentally demotivating them).

These and many more challenges arise when setting up compensation schemes. “I gave a star performer a raise, and now everyone else is marching into my office, demanding one, too.” “If anyone looked closely at our payroll, it would be hard to rationalize why we’re paying certain people what we do.” “I’m tired of losing our best people to the Googles of the world because we can’t match their salaries.” “It seems like our bonus plans have become entitlements – like we’re just giving money away.” Do any of these challenges sound familiar? How you compensate people is one of the most important strategic decisions fast-growing companies will make – but few get it right.

Habits book