For about 18 months now we’ve been using the Scaling Up methodology by Verne Harnish to guide our leadership team planning — weekly, monthly, quarterly and annually.
If I’m honest, there was some reluctance at the beginning… even from me.
How are we going to facilitate this?
How is this actually going to help us?
And wow… it felt like a lot of work on top of an already heavy workload.
Has it been easy?
Hell no.
Have we nailed it over the past 18 months?
Also no.
Have we made progress?
Definitely.
Do we still have a long way to go?
Absolutely.
But the lessons along the way have been incredibly valuable.
Lesson 1: Invest in the right facilitator
If you’re going to do this properly, you need someone who understands the framework and believes in what you’re trying to build.
We were fortunate to find that person. Someone who knows the methodology, but more importantly, someone who is genuinely passionate about our business and the people in it.
Our facilitator challenges us.
Questions our thinking.
Pushes us to see things from a completely different angle.
And that’s where the real growth happens.
Lesson 2: Do the work
This is not a “tick the box” exercise.
It takes time.
Energy.
Debate.
Preparation.
And a lot of honesty.
You can’t half-commit to something like this and expect meaningful results.
Lesson 3: Stay patient
There have been moments where it felt easier to go back to the old way of doing things — the quick, reactive, slightly chaotic way that many businesses operate.
But the truth is, that way is just easier… not better.
Building real structure and discipline in a leadership team takes time.
Trust the process.
Lesson 4: Surround yourself with the right people
Planning only works when the people in the room are open, curious and willing to challenge each other respectfully.
Over the last 18 months our leadership team has evolved. Some people have moved in and out, but the core group of five has remained consistent.
And that consistency might be the reason our most recent quarterly planning session felt different.
We spent two and a half days together planning the next quarter.
And for the first time it felt like the penny really dropped.
Not that everything is perfect — far from it — but the conversation, alignment and clarity felt stronger than ever before.
After 18 months, we still have plenty of work to do.
But progress is progress.
And that’s the point.
I’d love to hear from others — what planning framework or rhythm do you use in your business?
