Mastering the Rockefeller Habits

Priorities—Does the organization have objective Top 5 priorities for the year and the quarter (the month if growing over 100% annually) and a clear Top 1 priority along with an appropriate Theme? Does everyone in the organization have their own handful of priorities that align with the company’s priorities?

the model, it’s crucial that operations, sales, and accounting each has its own daily and weekly rhythms. In turn, it’s important that the executive team have some rhythm in terms of meeting with customers and employees. And if you are a public company, you have an entire new set of rhythms that revolve around the shareholder circle.

These three Rockefeller Habits—priorities, data, and rhythm—are the key tools for handling the barriers that come with growth and keeping the company aligned.

While continuing to inspire people through your leadership skills, you must also be diligent about holding people accountable to results. In fact,

The Sell circle splits into separate sales and marketing functions, requiring different personalities to head up each. (As a side note, the key measurable for marketing or business development is lead generation.) The Make or Buy circle splits into separate operations and

Whatever strengths or weaknesses exist within the organization can be traced right back to the cohesion of the executive team and their levels of trust, competence, discipline, alignment, and respect.

Between $1 million and $10 million, you add to your focus on revenue the cash concerns you had been putting

The research is definitive that training and development increases loyalty.

sales. Not only did he have to let go of the niggling details, he had to take the first steps toward reserving for himself the role that only the CEO/founder can play, that of leader and visionary. He needed a managerial structure in place to let him focus on his real job of growing the company.