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Mastering the Right People Doing the Right Things Right 27ing sure you have cash to support the growth, as you hire moreemployees…. The process is never-ending.In addition, it’s very important to be clear about who is accountablefor each circle in the model. Who is accountable for getting customers?Who is accountable for keeping shareholders happy? Who isaccountable for making sure the sales engine (the Sell circle) is functioningproperly? Going through each of the six circles and their drivers(get, keep, grow, and better, faster, cheaper) and making sure theaccountabilities are clear is one of the more powerful and aligningactivities I’ve worked on with executive teams.Rockefeller Habit #2—DataTo monitor the progress of the business daily and weekly, and toaccurately predict how the next few months are likely to turn out,you need metrics about all six areas of the business. For mid-marketfirms, the weakness on the left side of the model is having the samekind of accurate and timely feedback from customers that youdemand from accounting. On the right side of the model, mid-marketfirms tend to be weak in having accurate sales funnel data, primarilybecause the sales side of the organization tends to resist measurement,except for the top line.Rockefeller Habit #3—RhythmIn figuring out with whom you need to have various weekly meetings,the six circles provide guidance. On the right side of the model,it’s crucial that operations, sales, and accounting each has its owndaily and weekly rhythms. In turn, it’s important that the executiveteam have some rhythm in terms of meeting with customers andemployees. And if you are a public company, you have an entire newset of rhythms that revolve around the shareholder circle.Organizational StructureBesides giving substance to the Rockefeller Habits, the six circles provideguidance for the changing organizational structure necessary tohandle growth. Around $10-million in revenue, the three fundamentalfunctions represented by the three circles on the right beginCopyright 2002 © por Verne Harnish