Scaling for Success
People Priorities for High-Growth Organizations
by T. Brad Harris; Andrew C. Bartlow
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Pub Date Jul 06 2021 | Archive Date Oct 13 2021
Columbia University Press | Columbia Business School Publishing
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Description
This book is the definitive guide for leaders of high-growth organizations seeking to understand and execute the people-management principles that are essential to continued success. Combining a wealth of practical experience, well-grounded academic research, and easy-to-apply frameworks, Andrew Bartlow and T. Brad Harris offer a practical toolkit that founders, functional leaders, and managers of people can use to rethink their practices to meet their organizations’ needs. They help readers identify the core people-management programs and practices that are best for an organization at its current stage and size while also supporting a foundation for continued development and the capacity to adapt to inevitable surprises. Practical, actionable, and supplemented with numerous diagnostic tools and illustrative examples, Scaling for Success is a must-have playbook for organizational leaders pursuing smart and sustainable growth.
Advance Praise
"Scaling for Success explores the realities of what it really takes to scale a company. It is a must read for high-growth company leaders. This book will help you think about how and when to hire or promote leaders. It will ensure that you have set out goals & responsibilities that are clear and nonconflicting—so your people are completely aligned with where you are going without duplication of effort. Clearly, Andrew Bartlow and T. Brad Harris have created your ultimate roadmap to growth. "
--Lynne Oldham, Chief People Officer, Zoom
Available Editions
| EDITION | Other Format |
| ISBN | 9780231194440 |
| PRICE | $35.00 (USD) |
Featured Reviews
Grayce Y, Media/Journalist
Awesome tips for business owners and executives. This was very useful for me as I am currently in the stage of scaling at work.
Reviewer 772327
As someone that has worked in People Operations in and around Bay Area startups for the last ten years, I cannot recommend this book enough. It outlines the common challenges that arise at different stages of a company, and provides realistic and practical advice about what to do - what works, what might not work, and how to know the difference.
If you work in People Ops, you’ll find yourself shouting “Yes!” over and over while reading this book. And if you’re a founder, you’ll see all of the things your People Ops team has always wanted to say to you, and hoped that you would understand.
Some of the key takeaways for me include acknowledging the cost of “good” ideas, prioritizing your time and programs, avoiding shiny objects, and recognizing the importance of nuance and context. What works in one organization won’t necessarily work in another, and when you’ve got limited time and bandwidth, you’ve got to dedicate your energy to the highest impact programs.
I hope that the insights in this book can help founders and People Ops folks understand each other and work together to navigate the tricky and vital period of an early-stage, high-growth startup.
