Over a decade ago, I approached Verne Harnish with the idea of updating The Rockefeller Habits. So much had been learned and evolved in the system since the original book — new tools, sharper insights, and real-world innovations that could make the framework even more powerful and complete.
At the time, I was one of the early Gazelles coaches, helping mid-market CEOs implement these tools. Together, Verne and I set out to create what began as The Rockefeller Habits Implementation Guide — and became Scaling Up.
A big part of the project, I interviewed 50 CEOs from around the world who had used the methodology. These were real, unfiltered conversations — breakthroughs, missteps, and surprising lessons. Some felt like high-fives. Others were sobering reminders of how tough growth can be.
When Scaling Up launched in 2014, it was packed with powerful insights and practical tools. But I had no idea how much more I’d learn in the years that followed.
A Decade Later: Two Big Lessons
After hundreds of companies and thousands of hours in the field, here’s what stands out:
The framework is simple. Getting it right is hard.
Scaling Up looks simple. But a truly competitive strategy is rare. I’ve reviewed countless plans — and true, growth-driving clarity is uncommon.
The tools are there. But real advantage comes from deep debate, refinement, and crisp decisions. Most teams settle for “good enough.” That’s not good enough.
Once strategy clicks, execution makes growth inevitable.
Get the strategy right, then translate it into focused quarterly goals. Track progress weekly. Adjust monthly. Recalibrate quarterly. Do this with discipline, and growth becomes a matter of time — not luck.
But quarterly execution isn’t just about setting goals — it’s about accountability and learning. Did we deliver on what we committed to? If not, why? Each quarter is an opportunity to reflect and improve:
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- Do we need to adjust our strategy?
- Were our goals realistic and aligned?
- Is our operating system or approach effective?
- Do we have the right people in the right roles to execute?
Execution only scales if your leadership team is growing, too. In most firms, that’s your #1 asset.
How Our Work Has Evolved
While Scaling Up still anchors our system, I’ve added critical layers:
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- More Strategy (Jim Collins Tools):
Hedgehog, Flywheel, and 20-Mile March now shape more of our strategic thinking. Collins’ research adds essential depth. - People Development as a System:
We treat the leadership team like a living P&L — systematically building strength each key leader, each quarter. - Leadership Resilience & Accountability:
From Your Oxygen Mask First, we’ve added rituals, growth goals to help keep leaders sharp.
- More Strategy (Jim Collins Tools):
What Sets Winners Apart
The companies that scale consistently? They master the boring basics.
They focus on a few clear goals that drive growth. Then they execute relentlessly — weekly, monthly, quarterly.
But clarity matters. I’ve seen too many well-written goals with zero connection to real growth. As I argue in my upcoming book, The Four Forces of Growth (working title), success comes from bold, intentional moves that change the growth math — not feel-good projects.
The Two Most Common Mistakes
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- No accountability: Without a system that creates both joy (celebrating wins) and tension (addressing misses), execution fades.
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- Avoiding tough team calls: Eventually, it’s clear who delivers — and who doesn’t. Scaling with a “nice” but underperforming team doesn’t last.
What I Believe Now
Growth is simpler than most people think.
Usually, two or three moves matter. The rest? Noise.
That’s why I believe in growth-by-the-numbers. If your strategy doesn’t connect your current P&L to your future one, it’s not done. Great plans should nearly calculate themselves. If your CFO can’t reconcile it, go back to the drawing board.
And often, what really matters isn’t obvious — it only surfaces through honest, rigorous thinking.
How The Four Forces of Growth Builds on Scaling Up
Scaling Up is the system. The Four Forces of Growth is the mindset check.
It helps leaders avoid drifting into problem-thinking — and stay focused on where real growth lives: the intersection of opportunity and courageous action.
For CEOs Starting (or Restarting) Their Journey
Here’s my best advice:
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- Focus on a few things.
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- Mastery beats motion. Focus drives results.
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- Get a guide.
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- Yes, I’m biased — my firm provides this. But I deeply believe in working with someone who can accelerate learning, hold you accountable, and help you avoid expensive mistakes. I do this myself any time I’m tackling something new.
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Challenge:
- Is your strategy compelling enough to create a true competitive advantage?
- Is your execution rhythm strong enough to drive the focus and performance you need?
Resources
- Blog: Does Your Strategic Plan Drive Growth or Just Improvement?
- The Shared Experience of a One-Page Strategic Plan & Scaling Up
- The 5 Most Common Questions Asked About Scaling Up
- Podcast: Common Questions (and Answers) About the Scaling Up Framework
- Podcast: Annual Strategic Thinking Meeting
Lawrence & Co’s work focuses on sustainable and enhanced growth for you and your business. Our diverse and experienced group of advisors can help your leaders and executive teams stay competitive through the use of various learning tools including workshops, webinars, executive retreats, or one-to-one coaching.
We help high-achieving leaders to have it all – a great business and a rewarding life. Contact us for simple and impactful advice. No BS. No fluff.