Pacing for Growth Why Intelligent Restraint Drives Longterm Success (Audible Audio Edition) Alison Eyring Tiffany Williams BerrettKoehler Publishers Books
Download As PDF : Pacing for Growth Why Intelligent Restraint Drives Longterm Success (Audible Audio Edition) Alison Eyring Tiffany Williams BerrettKoehler Publishers Books
"It's a marathon, not a sprint." We hear this truism all the time, but in business there's constant pressure to go all out and never let up. Leaders are driven to set stretch targets, relentlessly reduce costs, launch new initiatives, expand into new markets, hire more people, develop more capabilities, and execute flawlessly. It all sounds great - until the company overextends itself and collapses like a badly trained racehorse in the home stretch.
So what is the right pace for steady, sustainable growth? How do you know when to push yourself and when to back off? Growth consultant Alison Eyring (who also happens to be a distance runner) says the answer is what she calls Intelligent Restraint. Eyring shows precisely how you can evaluate your company's current capacity for growth so you can restrain yourself from exceeding it, no matter how tempting the supposed opportunities seem. Then she offers a set of practices for gradually building that capacity so you can grow steadily but sensibly in a way that strengthens your company instead of stretching it to the breaking point.
Pacing for Growth Why Intelligent Restraint Drives Longterm Success (Audible Audio Edition) Alison Eyring Tiffany Williams BerrettKoehler Publishers Books
If you’re going to have a successful small business over the long term, you should grow at a sustainable pace. If all you do is concentrate on the things you have to do to maximize performance today, you and your company will burn out. The same is true if you want a successful life and career. If you only work to maximize today and don’t build the capacity to do better tomorrow, you will never achieve your potential.That’s why the lessons in Pacing for Growth, Succeeding for Today and Building Capacity for The Future are critical.
I’ve seen colleagues who knew they needed to write a book to boost their career but who wouldn’t carve out the time from their frenzied efforts to make money today. Their careers never achieved what was possible I’ve watched businesses with growth spurts that sputtered and stalled because they only concentrated on current results. Clearly, we need to do something about building for the future.
Stephen Covey called it “sharpening the saw.” Peter Drucker said this in Management: Tasks, Responsibilities, Practices.
"In setting objectives, management always has to balance the immediate future against the long range. If it does not provide for the immediate future, there will be no long-range future. But if it sacrifices the long-range needs of “what our business will be” and “what our business should be” to immediate results, there will also be no business fairly soon."
But it’s not a simple choice to build capacity for the future. There are always trade-offs. Jack Welch summed up the challenge this way.
"Look, anyone can manage for the short term—just keep squeezing the lemon. And anyone can manage for the long—just keep dreaming. You were made a leader because someone believed you could squeeze and dream at the same time. They saw in you a person with enough insight, experience, and rigor to balance the conflicting demands of short-and long-term results. Performing balancing acts every day is leadership."
If you want to be successful today and build capacity for the future, too, you must understand pace. And yet, in almost 50 years of reading business books, this is the first book I have ever seen about pace. That’s reason enough to read it.
Dr. Alison Eyring is an endurance athlete. She uses her experience training for and competing in endurance events as the inspiration for what she calls “Intelligent Restraint.” She defines that term this way.
"When you lead with Intelligent Restraint, you aren’t just pacing yourself to win a race; you’re training yourself, your team, and your organization to become endurance athletes of business growth."
Here are her three principles of Intelligent Restraint.
1. Capacity determines how far and fast you can go.
2. The right capabilities increase capacity.
3. The right pace wins the race.
There’s enough there for most business owners to profit from reading the book. If you understand that your business’s growth and long-term success is tied to your ability to increase capacity, then you’re already ahead of the pack.
In addition to the principles, the book includes three rules of Intelligent Restraint that can be applied to “any performance situation.” Here they are.
1. Focus overrules vision.
2. Routines beat strengths.
3. Exert, then recover.
Who Should Read This Book
If you’re a business owner, a professional, or a solopreneur, you should read this book and put what you learn to work. That may mean that you’ll have to read more slowly or go back from time to time to absorb an important lesson. So, here’s a suggestion for getting the most from the book.
Scan the table of contents, then instead of starting at the beginning, read chapter nine, “Lead with Intelligent Restraint,” first. That will give you a good overview of the book and how the principles and rules interact. Once you’ve done that, go back and start at the beginning. Make sure you have something to highlight important points, and a pad or digital recorder that will help you take notes and capture the insights you are sure to get.
If your business or your professional practice are in it for the long haul, Pacing for Growth, Succeeding for Today and Building Capacity for The Future is a book you should buy, read, digest, and apply.
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Pacing for Growth Why Intelligent Restraint Drives Longterm Success (Audible Audio Edition) Alison Eyring Tiffany Williams BerrettKoehler Publishers Books Reviews
The author does not believe that pushing ourselves beyond our limits is the best strategy either in business or in life. Rather than by knowing, “... when to pull back, recalibrate, do something less difficult, or take a break may contribute more to long-term productivity and growth…” She builds her personal journey as an ultra-athlete into the book.
“Unless I cut back on the work I was doing, I would never create something new for myself.”
She explores the three rules of Intelligent Restraint
Focus Overrules Vision
Routines Beat Strengths
Exert, Then Recover
It’s full of practical advice and is a deep read so I am only halfway through.
She recommends we pay attention to small misalignments so that the company can avoid the pain of experience of a great deal of misalignment.
Ultimately, our key objective should therefore be to find a pace for growth that delivers results and builds capacity for the future.
With many thanks to the author, for my free copy to review.
Dr. Alison Eyring’s “Pacing for Growth” is filled with wisdom, many examples and sports analogies. The sports analogies are to be expected, since Dr. Eyring is not only a long-distance runner, but also a triathlete. As you might expect from the title, success in business is largely about pacing yourself and your company. Several things in “Pacing for Growth” stood out to me, but I found a paragraph on page 88 really resonated with me. “We waste…energy when we lack focus…across….functions of the business….small imbalances or lack of alignment grow invisibly in a company. By the time pain is felt, the problem is driving….misalignment within the system.” This hit me like a ton of bricks!
I appreciate that Dr. Eyring’s book is a fairly quick read, broken into short sections for short snippets of reading time. I also like the fact she included end notes and an index.
In Pacing for Growth, international business consultant, Alison Eyring, draws upon lessons learned as a long distance runner and triathlete to support the benefits of "Intelligent Restraint" in the business world. The theory, attractive in its simplicity, exposes the misconception that business success goes to those organizations that push the hardest for rapid growth and expansion. Using the metaphor of an endurance athlete whose body breaks down from ramping up a training regimen too fast, and providing case studies of public companies as well as clients her consulting firm, Organisation Solutions has advised, Eyring makes a persuasive case that businesses maximize their prospects for long term growth when they adopt sustainable routines, pull back periodically to avoid burnout, and thoughtfully build their capabilities in a way that positions them for growth in selective, targeted markets. As a runner and corporate attorney who has seen many examples of over-trained athletes and overzealous business initiatives, I appreciate the endurance training metaphor for enduring business growth and see much wisdom in these Intelligent Restraint principles.
If you’re going to have a successful small business over the long term, you should grow at a sustainable pace. If all you do is concentrate on the things you have to do to maximize performance today, you and your company will burn out. The same is true if you want a successful life and career. If you only work to maximize today and don’t build the capacity to do better tomorrow, you will never achieve your potential.
That’s why the lessons in Pacing for Growth, Succeeding for Today and Building Capacity for The Future are critical.
I’ve seen colleagues who knew they needed to write a book to boost their career but who wouldn’t carve out the time from their frenzied efforts to make money today. Their careers never achieved what was possible I’ve watched businesses with growth spurts that sputtered and stalled because they only concentrated on current results. Clearly, we need to do something about building for the future.
Stephen Covey called it “sharpening the saw.” Peter Drucker said this in Management Tasks, Responsibilities, Practices.
"In setting objectives, management always has to balance the immediate future against the long range. If it does not provide for the immediate future, there will be no long-range future. But if it sacrifices the long-range needs of “what our business will be” and “what our business should be” to immediate results, there will also be no business fairly soon."
But it’s not a simple choice to build capacity for the future. There are always trade-offs. Jack Welch summed up the challenge this way.
"Look, anyone can manage for the short term—just keep squeezing the lemon. And anyone can manage for the long—just keep dreaming. You were made a leader because someone believed you could squeeze and dream at the same time. They saw in you a person with enough insight, experience, and rigor to balance the conflicting demands of short-and long-term results. Performing balancing acts every day is leadership."
If you want to be successful today and build capacity for the future, too, you must understand pace. And yet, in almost 50 years of reading business books, this is the first book I have ever seen about pace. That’s reason enough to read it.
Dr. Alison Eyring is an endurance athlete. She uses her experience training for and competing in endurance events as the inspiration for what she calls “Intelligent Restraint.” She defines that term this way.
"When you lead with Intelligent Restraint, you aren’t just pacing yourself to win a race; you’re training yourself, your team, and your organization to become endurance athletes of business growth."
Here are her three principles of Intelligent Restraint.
1. Capacity determines how far and fast you can go.
2. The right capabilities increase capacity.
3. The right pace wins the race.
There’s enough there for most business owners to profit from reading the book. If you understand that your business’s growth and long-term success is tied to your ability to increase capacity, then you’re already ahead of the pack.
In addition to the principles, the book includes three rules of Intelligent Restraint that can be applied to “any performance situation.” Here they are.
1. Focus overrules vision.
2. Routines beat strengths.
3. Exert, then recover.
Who Should Read This Book
If you’re a business owner, a professional, or a solopreneur, you should read this book and put what you learn to work. That may mean that you’ll have to read more slowly or go back from time to time to absorb an important lesson. So, here’s a suggestion for getting the most from the book.
Scan the table of contents, then instead of starting at the beginning, read chapter nine, “Lead with Intelligent Restraint,” first. That will give you a good overview of the book and how the principles and rules interact. Once you’ve done that, go back and start at the beginning. Make sure you have something to highlight important points, and a pad or digital recorder that will help you take notes and capture the insights you are sure to get.
If your business or your professional practice are in it for the long haul, Pacing for Growth, Succeeding for Today and Building Capacity for The Future is a book you should buy, read, digest, and apply.
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