The Rockefeller Habits: How Growth-Focused Businesses Scale Without Chaos
Unlock predictable growth, better alignment, and real traction with the Rockefeller Habits.
If you’re a business owner searching for a framework to scale without losing control, you’ve likely heard of the Rockefeller Habits.
Originally developed by Verne Harnish in Mastering the Rockefeller Habits, and expanded in his follow-up book Scaling Up, this practical system is used by thousands of growth-minded companies around the world — including right here at Coaching 360.
We use the Rockefeller Habits as part of our executive coaching and strategic planning sessions, helping business owners turn vision into execution — without burning out or burning bridges.
What Are the Rockefeller Habits?
The Rockefeller Habits are a set of 10 core business disciplines designed to drive growth with clarity, accountability, and consistency. Inspired by how John D. Rockefeller built one of the most successful companies in history, these habits offer a framework for scaling businesses while staying in control.
At Coaching 360, we integrate these habits into our Scaling Up coaching programmes to help ambitious business owners scale sustainably — with a clear plan, a fully aligned team, and better decision-making every week.
The 10 Rockefeller Habits (Explained)
Each of these habits may seem simple — but done right, they create compound impact over time.
1. The Executive Team Is Healthy and Aligned
Healthy Executive Team Checklist:
Team members understand each other‘s differences, priorities, and styles.
The team meets frequently (weekly is best) for strategic thinking.
The team participates in ongoing executive education (monthly recommended).
The team is able to engage in constructive debates and all members feel comfortable participating.
No politics. No silos. Your leadership team regularly communicates, debates honestly, and commits to shared priorities.
2. Everyone Is Aligned With The #1 Thing That Needs To Be Accomplished this Quarter To Move The Company Forward
One Primary Goal Checklist:
The Critical Number is identified to move the company ahead this quarter.
3-5 Priorities (Rocks) that support the Critical Number are identified and ranked for the quarter.
A Quarterly Theme and Celebration/Reward are announced to all employees that bring the Critical Number to life.
Quarterly Theme/Critical Number posted throughout the company and employees are aware of the progress each week.
Your entire business knows what the single most important goal is this quarter. It’s visible. It’s tracked. It drives decisions.
3. Communication Rhythm Is Established and Information Moves Through The Organization Accurately And Quickly
Communication Rhythm Checklist:
All employees are in a daily huddle that lasts less than 15 minutes.
All teams have a weekly meeting.
The executive and middle managers meet for a day of learning, resolving big issues, and DNA transfer each month.
Quarterly and annually, the executive and middle managers meet offsite to work on the 4 Decisions (Strategy, Execution, People, Cash).
Daily huddles. Weekly tactical meetings. Monthly reviews. Communication is fast, consistent, and efficient — not ad hoc.
4. Every Facet of the Organisation Has a KPI Person Assigned with Accountability For Ensuring Goals Are Met
Accountable Individuals Checklist:
The Function Accountability Chart (FACe) is completed (right people, doing the right things, right).
Financial statements have a person assigned to each line item.
Each of the 4-9 processes on the Process Accountability Chart (PACe) has someone that is accountable for them.
Each 3-5 year Key Thrust/Capability has a corresponding expert on the Advisory Board if internal expertise doesn’t exist.
What gets measured gets managed. Every role and department has clear, measurable success metrics.
5. Ongoing Employee Input Is Collected To Identify Obstacles And Opportunities
Ongoing Employee Input Checklist:
All executives (and middle managers) have a Start/Stop/Keep conversation with at least one employee weekly.
The insights from employee conversations are shared at the weekly executive team meeting.
Employee input about obstacles and opportunities is being collected weekly.
A mid-management team is responsible for the process of closing the loop on all obstacles and opportunities.
Feedback loops matter. Weekly insights from the frontline help leadership stay connected to real-world challenges.
6. Reporting And Analysis Of Customer Feedback Data Is As Frequent And Accurate As Financial Data
Report Customer Feedback Checklist:
All executives (and middle managers) have a 4Q conversation with at least one end user weekly.
The insights from customer conversations are shared at the weekly executive team meeting.
All employees are involved in collecting customer data.
A mid-management team is responsible for the process of closing the loop on all customer feedback.
Customer experience is tracked and improved regularly — not just when something goes wrong.
7. Core Values Are “Alive” in the Organisation
Active Core Values and Purposes Checklist:
Core Values are discovered, Purpose is articulated, and both are known by all employees.
All executives and middle managers refer back to the Core Values and Purpose when giving praise or reprimands.
HR processes and activities align with the Core Values and Purpose (hiring, orientation, appraisal, recognition, etc.).
Actions are identified and implemented each quarter to strengthen the Core Values and Purpose in the organization.
Your values aren’t just posters on a wall — they guide hiring, recognition, and daily decisions.
8. Employees Can Articulate the Key Components of the Company’s Strategy Accurately
Key Component Education Checklist:
Big Hairy Audacious Goal (BHAG) – Progress is tracked and visible.
Core Customer(s) – Their profile in 25 words or less.
3 Brand Promises – And the corresponding Brand Promise KPIs reported on weekly.
Elevator Pitch – A compelling response to the question “What does your company do?”
Not just the leadership team — everyone can explain what makes the business unique and where it’s going.
9. All Employees Can Answer Quantitatively Whether They Had A Good Day Or Week
Quantitative Measurement of Success Checklist:
1 or 2 Key Performance Indicators (KPIs) are reported on weekly for each role/person.
Each employee has 1 Critical Number that aligns with the company’s Critical Number for the quarter (clear line of sight).
Each individual/team has 3-5 Quarterly Priorities/Rocks that align with those of the company.
All executives and middle managers have a coach (or peer coach) holding them accountable to behavior changes.
There’s transparency on progress. Teams know the score and how their work connects to the bigger picture.
10. The Company’s Plans and Performance Are Visible to Everyone
Transparency Checklist:
A “situation room” is established for weekly meetings (physical or virtual).
Core Values, Purpose and Priorities are posted throughout the company.
Scoreboards are up everywhere displaying current progress on KPIs and Critical Numbers.
There is a system in place for tracking and managing the cascading Priorities and KPIs.
Accountability is built into the culture. The strategy, goals, and results are visible across the organisation.
Why the Rockefeller Habits Work
When implemented well, the Rockefeller Habits give business leaders a repeatable system to:
✅ Focus on what matters most
✅ Align teams around clear goals
✅ Make data-driven decisions
✅ Build a culture of ownership
✅ Scale with purpose, not panic
That’s why we incorporate them into our Scaling Up Coaching, especially with fast-growing teams who are starting to feel stretched.
What’s the Link Between the Rockefeller Habits and Scaling Up?
The Rockefeller Habits are the foundation of the globally recognised Scaling Up framework, developed by Verne Harnish. At Coaching360, we’re certified in Scaling Up coaching — and we help ambitious business owners implement both frameworks hand-in-hand.
“If your business is growing but feeling harder to run — you don’t need more ideas. You need a system.”
Our role is to guide you in adapting these habits to your business — aligning your leadership, sharpening your strategy, and ensuring execution sticks.
Kevin Riley – Scaling Up Certified Business Coach
Ready to Scale Without Losing Control?
We’ve enabled business owners across the UK to implement the Rockefeller Habits and create clarity, accountability, and consistent growth.
📈 Discover our Scaling Up Coaching Programmes
💬 Or book a no-pressure chat to explore whether it’s the right fit for your business.
FAQs:
Which Rockefeller Habit should I implement in my business first?
The Rockefeller Habits are listed in no particular order. Scalable businesses without a healthy and aligned leadership team will likely struggle to fully implement the other habits. Leadership Alignment and facilitation sessions such as those operated by Kevin Riley and Coaching 360 can assist in enabling this.
Are the Rockefeller Habits just for big companies?
No — they’re just as valuable for growing SMEs. In fact, the sooner you implement them, the fewer headaches you’ll face later.
What if I’ve already read Scaling Up?
Reading the book is a great start. But implementing it? That’s where most businesses get stuck. We guide you step-by-step.
Can I use the Rockefeller Habits without Scaling Up?
Yes, but they work even better together. Think of the Habits as the operational backbone of the full Scaling Up system.
