Scaling People (tactics For Management And Company Building)

By (author) Hughes Johnson, Claire
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.
Table of 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
Review quote:
“Claire Johnson gave me some of the best feedback of my career: ‘You don’t ask for help often enough.’ Whether you are a new manager or a CEO, there are going to be moments when