Before you read this book: A must-read for any organization dreaming of sustainable growth.

Entering
Set the metronome of growth quickly
The Secrets of Top Companies: Core Frameworks
Who is this book for?
How to read this book
Scale Up! Practical Workbook

Chapter 1: Four Essential Operating Principles for Building a Growth Organization

1.
The foundation of mutual understanding is self-awareness.
2.
When it comes to difficult conversations, be honest but constructive.
3.
Distinguish between management and leadership.
4.
Build a common operating system for all warriors.
Scale Up! Practical Workbook

Chapter 2 Core Framework 1: Building a System to Achieve Your Goals

The company's foundation, founding documents
An operating system that grows your organization
Operating cycles that create growth habits
Scale Up! Practical Workbook

Chapter 3 Core Framework 2: Hiring the Right People, Hiring Faster

How to Recruit Potential Talent
Talent screening techniques from interviews to hiring
An onboarding process that develops new employees
Mistakes that happen during the hiring process
Scale Up! Practical Workbook

Chapter 4 Core Framework 3: Building Healthy, Strong Teams

Team structure design starts with strategy.
How to diagnose team status
To change the team structure
Conversations and delegation that help team members grow
Creating a team atmosphere that strengthens bonds
Variables in Team Management: How to Manage Remote Work
Diversity and Inclusion Leading Teams to Success
Communicate, communicate again
Scale Up! Practical Workbook

Chapter 5 Core Framework 4: Feedback and Performance Management Taken to the Next Level

Coaching Strategies Using Hypotheses
The Art of Conversation: Delivering Difficult Feedback
To foster an informal feedback culture:
A formal evaluation process that strengthens trust
How to make the compensation system understandable
Managing high-performing employees, the engine of the organization
Managing Mid-Performers: The Hidden Key to Organizational Stability
How to Manage Low-Performers
The Art of Coaching Managers
Resignation Coordination Process: Voluntary Resignation, Dismissal, and Downsizing
A manager's reward comes from people.
Scale Up! Practical Workbook

In closing: The most important thing is you.
Manage your time and energy
Let's continue to nurture and care for our relationship.
Design your own career

Acknowledgements
main
References

From recruiting talent to building teams and managing performance?
Silicon Valley's 'hidden architect',
Google, Stripe COO Claire Hughes Johnson tells us
The best management secrets for achieving results in any environment

“Everyone is busy working, but why do the results always remain stagnant?”
“Is my work truly contributing to the team and company goals?”
“How should we reorganize our organization to respond to rapidly changing markets?”

Many management books stick to the general advice of "be a good leader" and "present a vision," but fast-growing organizations need concrete implementation tools rather than abstract words.
"Scaling People" is a practical, operational manual that fills that gap.
Author Claire Hughes Johnson is an operations expert who served as COO at Google for 10 years and Stripe for over 7 years, personally designing the internal operating systems of both companies.
The question she gets asked most frequently by business leaders is how to scale operational structures and human systems in fast-growing companies.
The author, who has spent years studying how founders and entrepreneurs grow their companies, has realized that 'successful organizations come from excellent operations rather than great ideas.'


"Scaling People" presents a concrete roadmap for the operational systems necessary for organizational growth, from recruiting talented individuals to developing teams and managing performance and compensation.
It not only improves the capabilities of individual leaders, but also provides a structured view of the entire process of hiring people, managing teams, and designing organizational culture.
This book covers the ABCs of organizational management, including writing core documents, developing strategic and financial plans, communicating one-on-one feedback, managing remote workers, communicating effectively to increase employee productivity, managing high and low performers, designing performance-based compensation, identifying key talent, and providing sample interview questions.
Documents actually used by Google and Stripe are also released, so you can apply them immediately in the field.
It is structured so that even those who are just starting out as leaders can easily follow along, and you can start from the parts you need and start using them right away without having to read them in order.
This is an essential introductory book for all growing organizations, from startups to large corporations.

What type of job do I fall into?
Four types of work that help you understand yourself and leverage your strengths.

“Many people misunderstand leadership as a product of innate charisma or inspiration, but the power to grow an organization actually comes from repeatable systems and consistent operating habits.”
“An organization is like a living organism; its subsequent movements depend on the framework it establishes during its growth process.
“A company that hires a lot of people without an operating system will not last long.”
“Meetings are not just a ritual, they are a key tool.
“How you design your meetings can have a huge impact on your company’s decision-making ability.”

Having a clear understanding of your values, work style, and preferences will help you effectively leverage your strengths in your current role.
The most important thing is to recognize your vulnerabilities and know which colleagues can complement your work style.
Work styles and personalities are generally divided into four types based on the criteria of introversion/extroversion and task-oriented/people-oriented.

First, the Analyst (introverted, task-oriented) type avoids errors in intuitive judgment through careful decision-making.
But without data, we struggle to take action and can be vulnerable to collaboration and process building.
Second, the leader (extroverted, task-oriented) type values ​​quick results and makes decisions quickly.
However, skipping the process or giving excessive direction can hinder the team's autonomy.
Third, the facilitator (extroverted, people-oriented) type is good at building relationships and generating ideas, but is weak at managing details and finishing.
Fourth, the Collaborator (introverted, people-oriented) type builds stable systems with a customer-centric mindset, but trying to include everyone can complicate things.

Which of these types do you fall into? Understanding your work style, core values, and preferences will help you better understand your skills and capabilities.
In particular, by utilizing the 'Working with Me' document included in this book, you can work more efficiently by sharing your work methods and collaboration style with colleagues.

What a growing organization must have
Core Framework 4-Step

"Scaling People" goes beyond abstract advice. It systematically organizes the "art of organizational management" often overlooked by leaders into a manual, allowing you to put it into practice immediately without the frustrating thought, "So what do I do?"
While many management books simply list the elements of organizational management from A to Z, this book focuses on a four-step core framework for solving the challenges leaders face every day.
Centered around the four pillars of 'people, communication, operations, and culture,' this book provides step-by-step guidance on how to design and expand an organization equipped with a system that fosters the growth of its team members.

Core Framework 1: Building a System to Achieve Goals: Corporate growth begins with an operating system that generates results.
A clear mission statement—"Why are we doing this?"—needs to establish a strategy and execution system. Through recruitment, feedback, performance management, and decision-making processes, leaders develop into "operators."

Core Framework 2: 'Recruit the right people, hire quickly': No matter how great an operating system is, an organization cannot grow without the talent to execute it and translate it into results.
Therefore, it is necessary to clearly define the type of talent required, inform them about the organization, and establish a systematic process and capabilities to select the desired talent.
The book provides specific suggestions on how to select and develop people through interview rubrics (evaluation criteria) and evaluation forms.

Core Framework 3: Building a Healthy and Strong Team: You need to build the best team.
Hiring good talent and then leaving it alone leads to failure.
The more talented people are, the more they want a team with productive systems and culture.
Build a true 'team' where shared awareness of goals, communication, and collaboration create synergy.

Core Framework 4 'Upgraded Feedback and Performance Management': Performance management is not simply an evaluation; it should connect missions and goals to actual performance, and motivate employees through feedback and rewards for the process.
Without achievement experience, goals become empty and talent loses meaning in their work.

These four frameworks seem like elements that exist in any organization, but few companies actually implement them systematically.
Scaling People fills that gap, providing an actionable operational manual with templates and checklists proven in real organizations.
This book, filled with insights from the author's firsthand experience with the growth of Google and Stripe, serves as a practical guide for leaders designing and growing their organizations.

Leaders managing complex teams, entrepreneurs tired of organizations without systems,
For those who dream of a better organization
Operational skills for organizations that never stop growing

"Scaling People" is an "execution manual" that should be on leaders' desks right now.
Rather than an abstract discourse on leadership, it is concrete and systematic, reflecting the author's experience designing the internal operating systems of Google and Stripe.
We provide a variety of workbooks, including recruitment questionnaires, feedback forms, meeting design methods, goal management templates, practice problems, and real-world case studies, to help founders and executives build flexible yet structured operating systems.
A practical guide for any leader experiencing growing pains and any rapidly expanding organization, the book contains the following tools:


-How to design an agenda for an effective meeting
Interview rubrics and assessment templates for recruiting and onboarding
- A practical process for integrating feedback into organizational culture.
-Unwavering communication skills even in distributed organizations

These tools were developed by the author himself and have actually contributed to the operation of global organizations such as Google and Stripe.
Readers of this book can modify it to suit their own organizational circumstances and apply it immediately.
This book is not simply a book on leadership theory, but a practical training manual that helps leaders develop into 'operators of the organization.'
This is a must-have book for startup founders, executives in growth-stage companies, and team leaders who need to keep it on their bookshelves and refer back to it repeatedly.