"Scaling People is a practical and empathetic guide to company building and scaling the most important resource a company has: its people. Drawing on nearly two decades of experience as a Google and Stripe executive, Claire Hughes Johnson offers actionable insights and tactical guidance on everything from crafting foundational documents to hiring and team development to feedback and performance mechanisms. The book includes over 100 pages of worksheets, templates, exercises, and example documents to help founders, leaders, and company builders create scalable operating systems and lightweight…mehr
"Scaling People is a practical and empathetic guide to company building and scaling the most important resource a company has: its people. Drawing on nearly two decades of experience as a Google and Stripe executive, Claire Hughes Johnson offers actionable insights and tactical guidance on everything from crafting foundational documents to hiring and team development to feedback and performance mechanisms. The book includes over 100 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. With Scaling People, Hughes Johnson shares a detailed roadmap for building a sustainable, scalable company--one that's set up for generational success"--Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Claire Hughes Johnson is a corporate officer and advisor at Stripe. Previously, she was chief operating officer at Stripe from 2014 to 2021, helping the company grow from fewer than 200 employees to more than 8,000. At various times, she led business operations, sales, marketing, customer support, risk, real estate, and all of the people functions, including recruiting and HR. Prior to Stripe, she spent 10 years at Google leading business teams, including overseeing aspects of Gmail, Google Apps, and consumer operations, as well as serving as a vice president for AdWords, Google Offers, and Google’s self-driving car project. She serves on the boards of Ameresco, the Atlantic, Aurora Innovation, and HubSpot, and is a trustee and current board president of Milton Academy. She lives outside of Boston with her husband, two children, and two neurotic dachshunds
Inhaltsangabe
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
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
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