Scaling Up Quotes

“There are no straight lines in nature or business.”
― Verne Harnish, Scaling Up: How a Few Companies Make It...and Why the Rest Don't

“If the Core Values are the soul of the organization, the core Purpose (some call it “mission”) gives it heart.”
― Verne Harnish, Scaling Up: How a Few Companies Make It...and Why the Rest Don't

“People join companies. They leave managers.”
― Verne Harnish, Scaling Up: How a Few Companies Make It...and Why the Rest Don't

“Letting go and trusting others to do things well is one of the more challenging aspects of being a leader of a growing organization.”
― Verne Harnish, Scaling Up: How a Few Companies Make It...and Why the Rest Don't

“Call it Talent Development, Human Relations, People Support, or Head of People Experiences — whatever term fits your culture — choose to call this function anything but Human Resources.”
― Verne Harnish, Scaling Up: How a Few Companies Make It...and Why the Rest Don't

“I’m tired of sailing my little boat
Far inside of the harbor bar;
I want to be out where the big ships float —
Out on the deep where the Great Ones are! …
And should my frail craft prove too slight
For storms that sweep those wide seas o’er,
Better go down in the stirring fight
Than drowse to death by the sheltered shore! — Daisy Rinehart”
― Verne Harnish, Scaling Up: How a Few Companies Make It...and Why the Rest Don't

“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.”
― Verne Harnish, Scaling Up: How a Few Companies Make It...and Why the Rest Don't

“To paraphrase Steve Jobs, “I’m always amazed how overnight successes take a helluva long time.”
― Verne Harnish, Scaling Up: How a Few Companies Make It...and Why the Rest Don't

“One-Page Strategic Plan (OPSP): If you want everyone on the same page, then you need this page first. The OPSP is our best-known and most widely used tool. It’s designed to drive alignment, accountability, and focus.”
― Verne Harnish, Scaling Up: How a Few Companies Make It...and Why the Rest Don't

“This is a little story about four people named Everybody, Somebody, Anybody, and Nobody. There was an important job to be done and Everybody was sure that Somebody would do it. Anybody could have done it, but Nobody did it. Somebody got angry about that because it was Everybody’s job. Everybody thought that Anybody could do it, but Nobody realized that Everybody wouldn’t do it. It ended up that Everybody blamed Somebody when Nobody did what Anybody could have done.”
― Verne Harnish, Scaling Up: How a Few Companies Make It...and Why the Rest Don't

“In retaining employees and keeping them engaged, we’ll cover the five activities of great (vs. good) managers: • Help people play to their strengths. • Don’t demotivate; dehassle. • Set clear expectations and give employees a clear line of sight. • Give recognition and show appreciation. • Hire fewer people, but pay them more (frontline employees, not top leaders!).”
― Verne Harnish, Scaling Up: How a Few Companies Make It...and Why the Rest Don't

“The #1 demotivator for talented people is having to put up with bozos, as Steve Jobs would call them. Nothing is more frustrating for A Players than having to work with B and C Players who slow them down and suck their energy. In that sense, “The best thing you can do for employees — a perk better than foosball or free sushi — is hire only ‘A’ players to work alongside them. Excellent colleagues trump everything else,”
― Verne Harnish, Scaling Up: How a Few Companies Make It...and Why the Rest Don't

“In the end, what matters most in life are the depth of your relationships with friends and family; and the sheer number of people you’ve helped along the way. These represent true measures of wealth. Financial wealth, then, is seen as a resource for fostering your relationships.”
― Verne Harnish, Scaling Up: How a Few Companies Make It...and Why the Rest Don't

“The right Brand Promise isn’t always obvious. Naomi Simson — founder of one of the fastest-growing companies in Australia, RedBalloon — was sure she knew what to promise customers who want to give experiences such as hot air balloon rides as gifts, rather than flowers and chocolates. Her promises included an easy-to-use website for choosing one of over 2,000 experiences; recognizable packaging and branding (think Tiffany blue, only in red); and onsite support. It wasn’t until a friend and client mentioned that she was using the website as a source of ideas — but buying the experiences directly from the vendors — that Simson had an “Aha!” moment. She realized that other customers might be doing the same thing, assuming that RedBalloon must be marking up the price of the experiences to cover the costs of the website, packaging, and onsite support. To grow the business, she promised customers they would pay no more for the experiences they bought through RedBalloon than for those purchased directly from the suppliers; otherwise, customers would get 100% of their fee refunded. The company calls this promise, which is technically a pricing guarantee, a “100% Pleasure Guarantee,” to fit its brand.”
― Verne Harnish, Scaling Up: How a Few Companies Make It...and Why the Rest Don't

“Your contribution to the community of “gazelles” is greatly appreciated.”
― Verne Harnish, Scaling Up: How a Few Companies Make It...and Why the Rest Don't

“Willful Blindness: Why We Ignore the Obvious at Our Peril (Ceguera Voluntaria: Por qué pasamos por alto lo obvio a nuestro propio riesgo) de Margaret Heffernan y Multipliers: How the Best Leaders Make Everyone Smarter (Multiplicadores: Cómo es que los mejores líderes hacen más inteligentes a todos) de Liz Wiseman.”
― Verne Harnish, Scaling Up (Dominando los Hábitos de Rockefeller 2.0): Cómo es que Algunas Compañías lo Logran…y Por qué las Demás No

“los dos mejores El Mito-E Revisado de Michael E. Gerber y El Método de Lean Startup de Eric Ries.”
― Verne Harnish, Scaling Up (Dominando los Hábitos de Rockefeller 2.0): Cómo es que Algunas Compañías lo Logran…y Por qué las Demás No

“Author of Change to Strange: Create a Great Organization by Building a Strange Workforce (a book that we strongly suggest you read),”
― Verne Harnish, Scaling Up: How a Few Companies Make It...and Why the Rest Don't

“(For more practical insights about building Job Scorecards, read Bluewire Media’s excellent blog on the topic.)”
― Verne Harnish, Scaling Up: How a Few Companies Make It...and Why the Rest Don't

“actividades de delegación enlistadas anteriormente. Nuestro libro favorito al respecto es Emergence: The Connected Lives of Ants, Brains, Cities, and Software (Emerger:”
― Verne Harnish, Scaling Up (Dominando los Hábitos de Rockefeller 2.0): Cómo es que Algunas Compañías lo Logran…y Por qué las Demás No

“negocio que más aman. Para llegar a tener 10 empleados, los fundadores deben delegar actividades en las que son débiles; para llegar a 50 empleados ¡deben delegar funciones en las que son fuertes! En muchos casos, la fuerza de los líderes principales se convierte en las debilidades de la organización. Por ejemplo, si el fundador es el CEO y el principal generador de ventas, entonces todos ignoran cuál es la visión global o los ingresos se estancan.”
― Verne Harnish, Scaling Up (Dominando los Hábitos de Rockefeller 2.0): Cómo es que Algunas Compañías lo Logran…y Por qué las Demás No

“Los mejores líderes son quienes tienen las preguntas correctas pero acuden a sus empleados, clientes, asesores y gente para que busquen las respuestas; las compañías son más valiosas al grado de no depender de su máximo líder. Para”
― Verne Harnish, Scaling Up (Dominando los Hábitos de Rockefeller 2.0): Cómo es que Algunas Compañías lo Logran…y Por qué las Demás No

“Atraer y mantener a las Personas correctas; 2. Crear una Estrategia verdaderamente diferente; 3. Realizar una Ejecución sin errores; y 4. Contar con el Efectivo suficiente para sobrevivir a las tormentas.”
― Verne Harnish, Scaling Up (Dominando los Hábitos de Rockefeller 2.0): Cómo es que Algunas Compañías lo Logran…y Por qué las Demás No

“Bill Gates’ note that “most people overestimate what they can do in one year and underestimate what they can do in ten years.”
― Verne Harnish, Scaling Up: How a Few Companies Make It...and Why the Rest Don't

“Who, What, When (WWW): Improve the impact of your weekly meetings by taking a few minutes at the end and summarizing Who said they are going to do What, When. This isn’t about micromanagement; this is about excellent management and being clear in both communication and accountability.”
― Verne Harnish, Scaling Up: How a Few Companies Make It...and Why the Rest Don't

“What is your One-PHRASE Strategy that likely upsets customers (Apple’s “closed system”) but is key to making a ton of money and blocking your competition?”
― Verne Harnish, Scaling Up: How a Few Companies Make It...and Why the Rest Don't

“KPILibrary.com”
― Verne Harnish, Scaling Up: How a Few Companies Make It...and Why the Rest Don't

“Create a Great Organization by Building a Strange Workforce”
― Verne Harnish, Scaling Up: How a Few Companies Make It...and Why the Rest Don't

“Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership, by Ken Blanchard, Patricia Zigarmi, and Drea Zigarmi, to gain more insight into this powerful coaching framework.”
― Verne Harnish, Scaling Up: How a Few Companies Make It...and Why the Rest Don't

“las metas sin rutinas son deseos, las rutinas sin metas no tienen sentido.”
― Verne Harnish, Scaling Up (Dominando los Hábitos de Rockefeller 2.0): Cómo es que Algunas Compañías lo Logran…y Por qué las Demás No