Building High-Performance Teams To Scale Up

Back in August, I shared some of my initial thoughts on ‘Scaling Up’ by Verne Harnish. This was an interesting book, since it was both a great read, and one that offered practical exercises. 

Now having successfully completed it. I wanted to return and share some of my thoughts on the book, and document a couple of stand-out sections. But first:

My Take on the book

Thankful to have read this book. There are practical takeaways for each one of us which we can begin to implement or refine. Greatness is not luck: it’s the result of conscious choice and discipline. Scaling up isn’t about doing everything; it’s about doing the right things, repeatedly and relentlessly. I also liked that the author gives clear next steps to put these ideas into action:

1. Have your leadership team and employees read or listen to the book.
   
2. Form a weekly council.
   
3. Launch a quarterly theme.
   
4. Start a daily huddle.
   
5. Plan your quarterly or annual offsite — ideally with a coach.

Lessons from Lean Manufacturing and Google

One of the more interesting takeaways were some of the lessons that came from real-life examples. 

The author says that principles that revolutionized Toyota’s manufacturing can transform any business, including services. Making your business lean isn’t about cutting jobs, but reducing waste and driving clarity.

Clear Accountability: One Person, One Function

Efficiency breaks down when multiple people share responsibility for the same function. Clarity accelerates execution.

Coaching, Not Managing

The best organizations don’t have managers. They have coaches. Coaches develop talent, remove obstacles, and help people perform at their best.

The Art of Strategic Hiring

Finding great talent starts with making yourself visible. As Google learned, “It’s easier to find what you’re looking for if it comes looking for you.” Write blogs, publish regularly, and stay visible on LinkedIn: become a talent magnet.

Be generous with referral bonuses ($5,000 instead of $500). You need at least 20 qualified applicants per position. And remember, you want “strange” people. Diverse thinkers who bring new perspectives.

Finding Your Talent “Fishing Holes”

Michael Dell famously recruited laid-off Kodak employees and later turned to MIT Sloan for leadership talent. Identify where your ideal candidates naturally gather and recruit from there.

Interviews That Reveal Character

Beyond skills, look for drive and independence. Ask questions like:

• “Did you pay for your own stuff as a teenager?”
• “What companies do you admire?”

These reveal work ethic and values.

Building Balanced Teams

Teams should be well-rounded — individuals don’t have to be. Avoid pairing A-players with B/C-players. It drains energy and slows growth.

The Contract-to-Hire Advantage

Let people work with you for a few weeks before hiring. It benefits both sides and reduces hiring mistakes.

Creating Raving Fans from Day One

Exceptional onboarding builds lasting loyalty. Have senior leaders spend time with new hires. Take them out, know their families, even sponsor a 3-day weekend. Small gestures create raving fans.

Retention Through Recognition

Once you hire well, keep them: pay well, appreciate, and help them play to their strengths. Create custom compensation packages if needed. Never demotivate your best people.

Rockefeller Habits Checklist

This was another section I found very useful. The Rockefeller Habits are 10 simple practices that help growing companies stay aligned and execute well. The idea is making sure everyone knows the top priorities, tracking the right metrics, and keeping a steady rhythm of meetings so nothing falls through the cracks. It’s all about creating predictable routines that keep your team focused and accountable as you scale.

1. The executive team is healthy and aligned.
   
2. Everyone knows the #1 priority this quarter.
   
3. Communication rhythm is established.
   
4. Each area has a person accountable for results.
   
5. Employee input is collected.
   
6. Customer feedback is analyzed frequently.
   
7. Core Values and Purpose are alive in the organization.
   
8. Employees can articulate BHAG, Core Values, and Brand Promises.
   
9. Everyone can quantify whether they had a good day or week.
   
10. The company’s plan and performance are visible to all.

Checklists drive relentless repeatability: a key ingredient in scaling up.

Meetings and Cadence

Have daily or regular cadence meetings with key members. In great companies, CEOs’ calendars are planned 200+ days in advance. Jack Welch’s GE scheduled a year ahead.

Frequent communication matters. Write weekly notes, record voice updates, and stay connected.

Especially when it comes to customers, it is advised that leaders stay in close touch with them, and ask the right questions, including these four powerful questions:

1. How are you doing?
   
2. What’s going on in your industry or neighborhood?
   
3. What do you hear about our competitors?
   
4. How are we doing?

Scaling Up was a great book: and a great contender for one of my favorite reads from 2025. If you’re interested, I have documented more detailed thoughts in this blog post. If you have also read Scaling Up, I’d like to know your favorite takeaway. 

Thank you for reading.

Karthik Chidambaram.