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

The Rockefeller Habits, when fully implemented (and automated through technology), facilitate the decentralization of organizations, providing pheromone-like communication and feedback trails similar to those that guide the activities of ants and other communities without bosses.

Most MBA programs don’t offer a single course or even a lecture on how to delegate, yet it is one of the most important skills a leader must develop.

The two main arguments we hear for not meeting regularly, especially for the daily huddle: 1. We don’t have the time. 2. We see each other all day anyway.

Start each weekly meeting with five minutes of good news, both personal and professional.

The idea of the weekly meeting is to keep everyone laser-focused on the #1 priority — and the big rocks supporting that mission. You want to tap the collective intelligence of the team for 30 to 60 minutes on one or two important topics.

Between startup and the first million or two in revenue, the key driver is revenue (sell like hell). The focus is on proving that a market exists for your services.

Most entrepreneurs prefer to operate alone. This is why most companies have just a handful of employees. We often exclaim (tongue in cheek) that many business owners would love their companies even more if they didn’t have to deal with employees or customers! It’s the idea — the dream — of their business that they love the most.

you want to delegate the functions listed on the FACe tool to leaders who pass two tests (including culture fit): 1. They don’t need to be managed. 2. They regularly wow the team with their insights and output.

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.