Summary: "there are libraries of books, reams of articles, and endless videos and tapes on how to create a motivated workforce, but if you want to see examples of businesses that have cracked the code, so to speak, you need look no further than the small giants." Small Giants, page 96 There's a point in every small business's lifespan when, so long as they survive, they are faced with the decision of how fast to grow, and to what end. For some entrepreneurs, the idea of an IPO or Acquisition is the reason for starting the business in the first place. Small Giants is not a book for these entrepreneurs. In the words of The Washington Post's, Steve Pearlstein, "Bo Burlingham's done for private companies what Jim Collins did for public companies in Good to Great." Which is to say that from atop his perch as Editor at Large of Inc. Magazine, Burlingham set out to codify what makes certain small businesses (less than $350 million) exceptional, virtually in every way. The companies, these "small giants", as Burlingham has labelled them, provide exceptional quality. They engage exceptional employees who, in turn, provide exceptional customer service. These companies have particularly strong ties to their communities, rabidly loyal employees and customers that rave about them. And while every one of the companies studied can be safely labelled "successful", many of them are actively avoiding growth, whether that entails turning down new clients, or refusing to expand geographically. Small Giants is a book about questioning the "growth for growth's sake" mentality in business, and examining what really makes a privately held company "great". Golden Egg The Three Imperatives "The difference between the small giants and everyone else lies in their refusal to let go of the passion and their success in keeping it alive." Small Giants, page 199 Perhaps one of the benefits of easing up on the "growth for growth's sake" mentality, is that it opens your mind to other methods of measuring success. For the 14 companies in Burlingham's case study set, the measuring stick became quality. All 14 of these companies have become synonymous with excellence. As far as Burlingham has been able to identify, there are three broad "imperatives" that were unanimously true within the culture of each organization; imperatives that, when adhered to, allowed for that exceptionally high standard. Tellingly, all three of those imperatives have to do with employee interaction. Imperative One: Share a Higher Purpose. The leaders of these "Small Giant" companies constantly and consistently remind their employees of their overarching mission; their purpose for being. The mission is different for each organization, of course, but in all cases it rises above and beyond profits. Profits become a way to fuel the mission, not the ultimate end objective. Imperative Two: Remind people in unexpected ways how much the company cares for them. Whether it's through education funds, exceptionally generous benefits, or allowing single moms to bring their kids to work, the companies studied in Small Giants go out of their way to make it known to their employees how much they (a) appreciate them, and (b) respect them. Keep in mind these are small businesses. They don't have limitless cash. They do, however, understand the importance of their people... and they let them know. Imperative Three: Build a culture of collegiality. As Burlingham is quick to admit, at first glance it may not seem that you as a leader have much control over how well your employees get along. And yet, the leaders of these small giants have been able to do just that. Whether it's creating policies that help people feel more secure in their roles, creating opportunities for growth within the organization, or simply making sure everyone feels heard, the small giant leaders keep their finger on the pulse, so to speak,
