1Introduction
56The candidate is the job description
2Preface
57You are the one stopping yourself from filling the role, not the candidate
31. Introduction
58Your weaknesses are your strengths
4Knowing nothing is good for something
59Onboarding starts before onboarding
5To be certain of opportunity, choose uncertainty
60Chapter 2 - Organising the team
6What you fear most holds the greatest treasure
61Average-player teams can beat star-player teams
7Business growth leads to personal growth leads to business growth
62Capability requires both capacity and competence
82. Part 1: Finding growth - Understanding where to focus your energy
63Internal comms are no different to external comms
9Chapter 1 - Understanding the problem
64Innovation comes in many flavours
10To start a business, ask questions
65The size of your team determines how it will behave
11Your opinion of your business does not matter
66Do more with fewer people
12What customers value is not what you think they value
67Under-optimise a system and it will run faster
13To grow online bookings, make offline bookings
68Chapter 3 - Team performance
14To solve a problem, don’t focus on the solution
69Fast feedback is better than slow feedback
15Create a great product by building very little product
70Ask for either more of the same, or more, or less
16Moonshots start on the ground
71You can crowdsource motivation
17Chapter 2 - Reducing friction
72Give your team the V
18Helping others to win will help you win
73Improve your ask, say why
19To delight your customer, be your customer
74If you knew you couldn’t fail, what would you do?
20You don’t build product, you build an experience
75How maths can help you solve people problems
21Look to your customers for your failures, not your successes
76Decide what type of decision you are making before you make a decision
22In any system you get out what you put in
77When things are going wrong, they might just be about to go right
23Chapter 3 - Change behaviour
78Give in order to receive
24Great companies change their customers and great customers change companies
79Sometimes the best person to promote is the person who has no idea what they are doing
25Being fit for purpose is never fit for purpose
80Part 3 - question prompts
26Your vision is not a strategy
815. Part 4: Personal growth - Being the best you can be
27Strategy has a foundation in beliefs
82Chapter 1 - Know yourself
28Part 1 - question prompts
83You may think you are an individual, but you are really not
293. Part 2: Unlocking growth - Choosing what to do first or next
84Your strengths are your weaknesses
30Chapter 1 - Growth mindset
85The dark side can lead to unnatural abilities
31If you can’t think backwards from a goal, think forward
86There’s no I in team but there is a me
32Build the plane before the engine
87The best version of you is the “warts and all” version
33Continuous improvement is relentless
88Chapter 2 - Stay in control
34There is no such thing as bad luck
89To do more things, do fewer things
35Move mountains with your little finger
90If you don’t run your inbox, it will run you
36Chapter 2 - Choosing what to do next
91You can be more creative by changing your creative space and time
37“No” matters more than “yes”
92You don’t manage time, you make it
38Priority is a decision, not a status
93Chapter 3 - Be your best
39Being more efficient doesn’t always generate more success
94You’re not going to fluke success
40Plants need water to grow - so do businesses
95100% is easier than 98%
41Invest in organisational debt and have a plan to pay it back
96The most talented are not the most successful
42Quality is something you need to lock in
97To be the boss, act like the boss
43Complex is not always complicated
98Go fast alone or further together
44Uncertainty is not risk
99Grow your network by growing other people’s networks
45Scaling is not growth
100To progress, make yourself redundant
46To scale, do things that don’t scale
101Not working can make you more effective
47Chapter 3 - Setting objectives and measuring progress
102Part 4 - question prompts
48Knowing why can be more important than knowing how
1036. The Beginning
49There’s a K in KPI
1047. Recommended reading
50KPIs don’t mean anything without context
105Finding growth
51If you can’t measure customer behaviour, understand it instead
106Unlocking growth
52Every customer service issue is a failure of your product
107Delivering growth
53Part 2 - question prompts
108Personal Growth
544. Part 3: Delivering growth - Building and leading teams
109About the Author
55Chapter 1 - Hiring
