Mastering the Rockefeller Habits Quotes

“If you want to teach people a new way of thinking, don’t bother trying to teach them. Instead, give them a tool, the use of which will lead to new ways of thinking.”
― Verne Harnish, Mastering the Rockefeller Habits: What You Must Do to Increase the Value of Your Growing Firm

“Management consultant Ivy Lee visited Bethlehem Steel Company decades ago, long before it became the world’s largest independent steel producer. “With our services, you’ll know how to manage better,” said Lee to CEO Charles Schwab. Schwab grew indignant. “What we need around here is not more knowing, but more doing! If you’ll pep us up to do the things we already know we ought to do, I’ll gladly pay you anything you ask.” Lee took him up on the proposition. “In 20 minutes,” he told Schwab, “I’ll show you how to get your organization doing at least 50 percent more.” He started by having Schwab write down and prioritize his six most important tasks to complete in the next business day. Then he told Schwab, “Put the list in your pocket and take it out tomorrow and start working on number one. Look at that item every 15 minutes until it’s done. Then move on to the next, and the next. Don’t be concerned if you’ve only finished two or three, or even one, by quitting time. You’ll be working on the most important ones, and the others can wait.” The consultant encouraged Schwab to share this approach with his executives, judge its value, and “send me a check for whatever you think it’s worth.” Two weeks later, Lee received a check for $25,000—a king’s ransom in those days. In an accompanying note, Schwab said it was the most profitable lesson he’d ever learned. The lesson, of course, was the power of focus.”
― Verne Harnish, Mastering the Rockefeller Habits: What You Must Do to Increase the Value of Your Growing Firm

“si usted no está en condiciones de solventar a las personas que pueden dirigir el negocio en su lugar, usted sólo dispone de un empleo, no de un negocio.”
― Verne Harnish, Dominando los hábitos de Rockefeller

“la función principal de un líder: la capacidad de predecir.”
― Verne Harnish, Dominando los hábitos de Rockefeller

“Priorities—there are a handful of rules, some of which don’t change much like the core values of the firm and the long-term Big Hairy Audacious Goal (BHAG) and others that change every quarter and every week, what I call the Top 5 and Top 1 of 5. It’s the balance of short term and long term. 2. Data—in order to know if you’re acting consistent to your priorities you need feedback in terms of real time data. There are key metrics within the business that you want to measure over an extended period of time, called Smart Numbers; and there are metrics that provide a short-term laser focus on an aspect of the business or someone’s job called a Critical Number. It’s the balance of short term and long term. 3. Rhythm—until your people are “mocking” you, you’ve not repeated your message enough. A well-organized set of daily, weekly, monthly, quarterly and annual meetings keep everyone aligned and accountable. And the agendas for each provide the necessary balance between the short term and long term.”
― Verne Harnish, Mastering the Rockefeller Habits: What You Must Do to Increase the Value of Your Growing Firm