Scaling up Excellence - Chapter 1

Although I have mentioned this book, I don't think I have done it justice in my posts because there is simply too much here which needs to be heard.  Almost every organization wants to grow, that seems natural, yet most hit a plateau point which they just can't seem to get past.  I would suggest that the primary reason has to do with scaling issues addressed in this book.  I know from personal experience that organizations will continue to use tried and true processes even when there is growing evidence that those process which once facilitated growth are now, in fact, inhibiting growth. I plan to list quotes from every chapter but I highly recommend you buy the book, and then begin to think about these ideas in light of your own organization/church.

Here are some quotes from chapter one of Scaling up Excellence.

Chapter 1 It’s a Ground War, Not Just an Air War

“This is the most important thing that we learned, the one to keep in mind every day if you are bent on spreading excellence to more people and places:  those who master what venture capitalist Ben Horowitz calls ‘the black art of scaling a human organization’ act as if they are fighting a ground war, not just an air war.”   P. 3

Scaling Mantras

1.       Spread a mindset, Not just a footprint

“There is a big difference between distributing your banner, logo, or motto as far and wide as possible versus having a deep and enduring influence on how employees and customers think act, feel, and filter information” p. 7

2.       Engage All the Senses

“The upshot is that you can bolster a mindset by weaving together subtle, even nearly invisible, cues that engage multiple senses.” P. 16

3.       Link Short-Term Realities to Long-Term Dreams

“When someone at the Directors’ college asked Campbell about the most crucial skill for a senior executive, he said it was the rare ability (which Jobs had in spades) to make sure that the short-term stuff gets done and done well, while simultaneously never losing sight of the big picture.” P. 17

4.       Accelerate Accountability

“Accountability means that an organization is packed with people wo embody and protect excellence .(even when they are tired, and overburdened, and distracted)  who work vigorously to spread it to others, and who spot help, critique, and (when necessary) push aside colleagues who fail to live and spread it.” P. 20

5.       Fear the Clusterfug

“’the state of affairs resulting from too many staffers and not enough trained staffers on a project.’”p.24

6.       Scaling Requires both Addition and Subtraction

“In particular, a hallmark of successful scaling is that leaders remain vigilant about what ‘got us here but won’t get us there’ as author Marshall Goldsmith would put it.  There are beliefs, behaviors and rituals that once bolstered excellence but are now undermine it.” P. 28

7.       Slow Down to Scale Faster – and Better – Down the Road

“’The black art of scaling a human organization’ requires learning when and how to shift gears from fast to slow ways of thinking.’”p.31