u003cbu003eFrom a Stripe and Google executive, a practical guide to company building and scaling the most important resource it has: its people.u003c/bu003e u003cpu003e u003cpu003eu003cbu003e"Whether you are a new manager or a CEO, there are going to be moments when you feel alone and need help. Odds are, the advice you need is in u003ciu003eScaling Peopleu003c/iu003e. You are going to pull this book off your shelf over and over!"u003cbru003e u003cpu003e-Kim Scott, u003ciu003eNew York Timesu003c/iu003e bestselling author of u003ciu003eRadical Candoru003c/iu003e and u003ciu003eJust Worku003c/iu003eu003c/bu003e u003cpu003e u003cpu003eA leader at both Google and Stripe from their early days, Claire Hughes Johnson has worked with founders and company builders to try to replicate their success. The most common questions she's asked are not about business strategy--they're about how to scale the operating structures and people systems of a rapidly growing startup. u003cpu003e u003cpu003eu003ciu003eScaling Peopleu003c/iu003e is a practical and empathetic guide to being an effective leader and manager in a high-growth environment. The tactical information it puts forward--including guidance on crafting foundational documents, strategic and financial planning, hiring and team development, and feedback and performance mechanisms--can be applied to companies of any size, in any industry. u003ciu003eScaling Peopleu003c/iu003e includes dozens of 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. u003cpu003e u003cpu003eImplementing effective leadership and management practices takes effort and discipline, but the reward is a sustainable, scalable company that's set up for long-term success. u003ciu003eScaling Peopleu003c/iu003e is a detailed roadmap for company builders to put the right operating systems and structures in place to scale the most important resource a company has: its people.
