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Full Description
From a Stripe and Google executive, a practical guide to company building and scaling the most important resource it has: its people.
A leader at both Google and Stripe from their early days, Claire Hughes Johnson has worked with founders and company builders to try to replicate their success. The most common questions she's asked are not about business strategy—they're about how to scale the operating structures and people systems of a rapidly growing startup.
Scaling People is a practical and empathetic guide to being an effective leader and manager in a high-growth environment. The tactical information it puts forward—including guidance on crafting foundational documents, strategic and financial planning, hiring and team development, and feedback and performance mechanisms—can be applied to companies of any size, in any industry. Scaling People includes dozens of pages of worksheets, templates, exercises, and example documents to help founders, leaders, and company builders create scalable operating systems and lightweight processes that really work.
Implementing effective leadership and management practices takes effort and discipline, but the reward is a sustainable, scalable company that's set up for long-term success. Scaling People is a detailed roadmap for company builders to put the right operating systems and structures in place to scale the most important resource a company has: its people.
Contents
Introduction
Setting your metronome
The core frameworks
Who is this book for?
How to read this book
Exercises and templates
Chapter 1
Essential Operating Principles
1. Build self-awareness to build mutual awareness
2. Say the thing you think you cannot say
3. Distinguish between management and leadership
4. Come back to your operating system
Exercises and templates
Chapter 2
Core Framework 1: Foundations and Planning for Goals and Resources
Founding documents
The operating system
Operating cadence
Exercises and templates
Chapter 3
Core Framework 2: A Comprehensive Hiring Approach
Recruiting
Hiring
Onboarding
Hiring mistakes
Exercises and templates
Chapter 4
Core Framework 3: Intentional Team Development
Team structures
Diagnosing team state
Team changes and restructuring
(Re)building the team
Creating the team environment
Team-building complexities
Diversity and inclusion
Team communication
Exercises and templates
Chapter 5
Core Framework 4: Feedback and Performance Mechanisms
Hypothesis-based coaching
Giving hard feedback
Creating a culture of informal feedback
The formal review process
Compensation
Managing high performers
Managing low performers
Managing managers
Managing out, firing, and layoffs
Some final thoughts on management
Exercises and templates
Conclusion
You
Manage your time and energy
Foster relationships
Consider your career
Endnotes
Bibliography
Acknowledgments
Index
About the Author
