The Rockefeller Habits growth methodology was developed by Growth Guy Verne Harnish. The book ‘Scaling Up’ is the manual that outlines this method. It revolves around the circle of 4 blocks: Team >> Strategy >> Execution >> Cash.
In January I started in a new class of ScaleUp Company to become a accredited ‘ScaleUp company Pro’. Since March I joined that team and now coach Scaling companies via ScaleUp company as a Pro.
The methodology works from your long-term goals down to yearly objectives and then places strong emphasis on quarterly goals.
The beautiful anecdote is about a professor standing in front of a room full of students with a container full of ROCKS and asking the room, “Is this container full?” to which the room responds, “Yes, it is!”
The professor then takes a bag of PEBBLES and pours them into the container. The pebbles fit between the rocks.
Again, the professor asks, “Is this container full?” to which the room responds, “Yes, it is now!”
The professor then takes a container of SAND with pebbles and pours it into the container. The sand falls between the rocks.
Once more, the professor asks, “Is this container full?” and the room confidently says, “Yes, it is!”
The professor then takes a BOTTLE OF WATER and pours it into the container. The water is absorbed by the sand…
The MORAL: If you keep focusing on the Water, the Sand, or the Pebbles, you won’t achieve the big important things (the Rocks).
We all know how quickly a quarter goes by! Right?
Working with these quarterly goals sounds fantastic… and it is, but easier said than done. So, what are these goals then? How do you get a group of people to adopt them? Do people have or make time to achieve these goals? And do they still have time for their ‘regular’ work? Or are the goals part of their ‘regular’ work?
The key steps for successfully achieving team goals.
These are the 10 main components of the Rockefeller Habits methodology that have helped me:
How can I help?
An overestimation on my part has certainly been the belief that I could get people to work in new ways when they’ve always done it the same way, and as a result, they show little to no change.
Not following agreements within a team is detrimental to the end result. But when someone does that regularly in their regular work and isn’t held accountable, how do you change that?
An external person, unencumbered by ingrained habits or even ‘rights’ (such as the right not to fulfill their agreements), can make the difference between achieving or not achieving the company’s objectives!
Let me be that external voice that helps you realize your goals!