ChangeThis

Achieving
Predictable
Success
Les McKeown
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Every working day in the US alone, 26 million

people—executives, leaders, managers,
founders, owners and the self-employed—
are tasked with the job of growing their
organization, division, department, group
or team.
No other business imperative—growth—has been more studied, written about, anguished over
or pursued. Literally hundreds of new books, articles, white papers, conferences, workshops, meet-
ings, off-sites (even software) are planned and produced on the subject every day. And yet, despite
the heaving bookshelves in the business section of your local bookstore, despite the millions of
man-hours spent under the glare of PowerPoint presentations in darkened ballrooms, and despite
the fact that literally millions of people in thousands of organizations have plowed the same furrow
for hundreds of years, there still is no single methodology, no one magic formula, no silver bullet
that, if used, guarantees to an organization that it will achieve continued, scalable growth.

It’s not as if organizations in the past have never succeeded in “cracking the growth code.” Jeffrey
Immelt, the CEO of GE once said “When you put your foot on the gas in this company, the car
goes forward.” But, while that might sound like a vacuous truism, the reality is that the leaders of
most organizations can’t say any such thing. For them, when they step on the gas pedal, the car
may or may not go forward. And if it does go forward, it may or may not go in the direction they
expected or desired.

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For many business leaders, even when they do succeed in getting the car to move forward for a time,
they live with the constant, subconscious fear that the car might stop again at any moment. Ever
had that sinking feeling when you unexpectedly ran out of gas while barreling down the freeway?
When, despite the fact that you’ve pushed the gas pedal to the floor, the car begins to decelerate
and comes eventually to a shuddering stop?

For many executives, leaders, owners and managers—for most of them, in fact—this is the reality
they face: each day, experimentation, hope and determination meets the unknown and the unex-
pected, as a result, with luck, the car might go forward. And if doesn’t go forward today, maybe
it’ll go forward tomorrow. Perhaps it will move in the right direction, and perhaps for more than
a short period of time. Who knows?

Given the vast amount of time, attention and resources that have been spent on studying the subject
of business growth, why do so few businesses, divisions, departments, projects, groups or teams
ever fully master it? How come those of us who are business founders, owners, leaders and manag-
ers still need to face the challenge of growth anew every day, almost as if everything that was
ever discussed or discovered about the subject in the past has been wiped clean from our collective
memory? Put simply, how come the business community hasn’t managed to solidify a general set
of principles that, while not covering every eventuality, would at least provide a basic framework
for achieving scalable, sustainable, predictable success?

The reason is bizarre, but simple: nobody ever told us such a thing existed. Most of us (and I assume
as you are reading this that I can count you as one of ”us”) were never told that success could be
learned and replicated, understood and scaled, nurtured and sustained.

We were told about cash flow, human resources, people management, vendor selection, discount
pricing, strategies and tactics, 5 ‘P’s and 6 sigmas—and a thousand other nuggets of information.
But we were never shown how all of it could (and should) add up to more than fleeting momentary

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or seasonal success, how we could—if we took the right steps—develop a type of success that could
be replicated over time and in any environment. Put simply: we were given the tools for success,
and an expectation of success, but no dependable way of combining the two to consistently, predict-
ably, achieve success.

Because of this missing link—no dependable connection between the tools we have and the results
we want—our experience in creating and sustaining growth tends to be patchy: sometimes stuff
works, sometimes it doesn’t. Sometimes the car goes forward, sometimes it doesn’t. And this isn’t
an isolated experience. Again, just look at the titles on the shelves of the business section at your
local bookstore next time you’re browsing and you’ll see how universal the elusiveness of business
success is.

Most of us (and I assume as you are reading this

that I can count you as one of ”us”) were never
told that success could be learned and replicated,
understood and scaled, nurtured and sustained.
As a result, as business leaders, owners and managers, we have developed a collective belief system
that throbs along in the background while we work, telling us that business success will just happen
eventually if we do the right things (whatever they are). This belief system persuades us that while
success is there, it is out of reach, locked up in a vault, waiting for us to crack the code. If we put in
enough work, if we spend each day trying different combinations on the lock, one day, if we’re

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lucky or prescient, we’ll guess right, the tumblers will fall, the safe door will swing open and success
will be ours.

As a serial entrepreneur who has personally launched over 40 businesses, and as a consultant and
coach to hundreds of business leaders, I’ve come to realize that the “growth code” is out there,
in plain view for anyone who knows where to look. There is indeed a code, a pattern, a DNA if you
will, to achieving predictable success. The difficulty is that because most business leaders work
in a limited number of business environments during their career, they don’t have the opportunity
to see the pattern recur often enough to successfully decode it.

It’s like the difference between someone driving to a destination they’ve never been to before,
compared to someone else who takes the exact same route as their commute twice a day. Our first
traveler will be tentative, exploratory. They don’t know the traffic patterns, the alternative routes
on surface streets, or the trouble spots to avoid. Conversely, our regular commuter knows every lane
switch to make, every junction best avoided, every trick to minimize their travel time. The path to
their destination becomes ingrained—almost second nature.

So it is with patterns of sustainable business growth; they’re there, but sometimes you have to
travel the route many, many times before they become apparent.

There is indeed a code, a pattern, a DNA

if you will, to achieving predictable success.

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Seeing the Pattern

The first thing that one notices after working with hundreds of companies is that every organization,
without fail, goes through the same series of natural, unavoidable, but eminently predictable stages
in growth. There is a narrow, but rich field of analysis of these stages in growth. Some are more
academic than others, but the model I have developed is based primarily on my
personal experience and observation:

The apex of the growth curve is a stage that I call Predictable Success. When an
organization (or a division, department, group, team or project) is in Predictable
Success, it can attain its goals readily—and with relative ease.

The three stages before Predictable Success (Early Struggle, Fun and Whitewater)
are growth stages. The stages after Predictable Success (Treadmill, The Big Rut
and Death Rattle) are decline stages.

There are three important things to note about the growth cycle:

1 | Organizations cannot jump a stage. For example, It’s not possible to move into Predictable
Success directly from Fun, bypassing Whitewater, no more than it’s possible to jump from childhood
to adulthood while bypassing puberty. Every organization trying to get to Predictable Success
will move through each of Early Struggle, Fun and Whitewater at some point. However, by taking
the right steps, it is possible to minimize the time spent in a specific stage.

2 | Organizations can move back, as well as forward, in the growth cycle. For example,
it is possible (and quite common) for an organization to cycle in and out of Whitewater and
Fun a number of times. As we’ll see, this is the fate of most organizations that do not take a
planned approach to attaining Predictable Success.

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3 | It is possible for an organization to remain in Predictable Success indefinitely. By

implementing the right strategies, any organization, division, department group or team can undergo
a process of continuous rejuvenation, allowing it to stay in Predictable Success and not decline either
back into Whitewater or forward into Treadmill.

If you have managed any size organization for any reasonable length of time, you may already have
intuitively grasped the concepts behind each stage in the cycle. Here’s a brief “helicopter ride”
through the Predictable Success growth cycle. See how many stages you can recognize from your
own experience:

By implementing the right strategies, any

organization, division, department group or team
can undergo a process of continuous rejuvenation,
allowing it to stay in Predictable Success…
Early Struggle | It feels like you’re hacking through the jungle, as you fight to keep your newly-born
organization alive. The two main challenges are 1) making sure there is enough cash to keep going,
until 2) you’ve clearly established that there is a market for your product or service. The mortality
rate of organizations is high in this stage—over two-thirds of all organizations don’t make it out of
Early Struggle. You’re fighting for your organization’s very existence!

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Fun | You’ve broken through the Early Struggle—you have cash (at least enough to take the pressure
off), and an established market: it’s time to have Fun! Now you’re free to concentrate on getting
your product or service into the market, so the key focus now moves from cash to sales. This is the
time when the organization’s myths and legends are built, and the “Big Dogs” emerge—those
loyal high-producers who build the business exponentially in this time of rapid first-stage growth.

Whitewater | The very success that you reaped in Fun brings with it the seeds of Whitewater: your
organization becomes complex, and the key emphasis shifts once more—from sales to profitability.
Achieving sustained profitable growth requires you to put in place consistent processes, policies
and systems. Unfortunately, putting those systems in place proves harder than you expected. Making
the right decisions seems easy, but implementing decisions, and making them stick is incredibly
difficult. The organization seems to be going through an identity crisis, and you may even doubt
your leadership and management skills.

Predictable Success | You’ve developed a team that has successfully navigated your organization
through Whitewater. Congratulations! You have reached the prime stage in your organization’s
growth—what I call Predictable Success. Here, you can set (and consistently achieve) your goals and
objectives with a consistent, predictable degree of success. Unlike Fun (when you were growing,
but weren’t quite sure how or why), in Predictable Success you know why you are successful, and
you can use that information to sustain growth in the long term.

Treadmill | In principle, there is no reason for any organization to decline from the position of
Predictable Success. In practice, many organizations begin to swing too far toward a dependence
on process and policies. Creativity, risk-taking and initiative decline in response, and the organi-
zation becomes increasingly formulaic and arthritic. Working for the organization at this stage in
its development can feel like being on a Treadmill: a lot of energy is being expended, but there’s
little sense that forward momentum is being achieved. There’s an emphasis on data over action, on
form over content. Good people start to leave—many of whom have been with the organization

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for some time. Even the entrepreneurial founder(s) (if they’re still there) may be becoming frustrated
and threaten to leave.

The Big Rut | Treadmill is a dangerous stage in the organization’s development: if it is checked in
time, creativity, risk-taking and flexibility can be re-injected, taking the organization back to
Predictable Success. Left unchecked, however, the organization will decline further into The Big Rut.
At this stage, process and administration have become more important than action and results.
Worse, the organization loses its ability to be self-aware and cannot diagnose its own sickness and
decline. When an organization reaches The Big Rut, it can stay there for a long time, on a very
gradual, slow decline.

Death Rattle | Eventually, in all bureaucracies, there is a last final attempt to resuscitate the organi-
zation, whether by the appointment of bankruptcy practitioners or by being acquired. Either way,
the organization will not survive in its present form. After a brief Death Rattle (when illusory signs
of life may be seen), the organization dies in its present form.

When an organization ... is in Predictable

Success, it can attain its goals readily—
and with relative ease.

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The 5 Key Benefits of Getting to Predictable Success

So we’ve seen what it means from a technical perspective to be in Predictable Success, and we’ve
taken a brief helicopter ride through the journey leading up to (and away) from it. Now let’s see
what it means in reality, to actually be there. What is it like to manage or work in an organization
that has reached Predictable Success?

There are five main characteristics of any organization that is in Predictable Success, that taken
together, distinguishes it from organizations at other stages in the growth cycle:

1 | Decision-making: Spend any time with an organization in Predictable Success, and the first
thing you’ll notice is the way in which they make decisions—particularly in comparison to organiza-
tions
in Whitewater or Treadmill. There is neither the sense of sitting atop barely-managed chaos that
accompanies Whitewater, nor the plodding, turgid, rote decision-making so often seen in Treadmill.
Instead, there is a sense of flow—decisions are made without the decision-making process placing
a burden on the organization. Sizing up an issue, crafting an appropriate response, and getting
it implemented doesn’t slow down the day-to-day management activities.

Instead, decision-making is an integral part of the management process—it happens naturally,

organically, and is accepted not only by senior managers, but by managers, team leaders and super-
visors as just “part of the job.” And it’s not just command and control, centralized decision-making
either. In the Predictable Success organization, much—make that most—of the decision-making
is delegated and decentralized, freeing managers at all levels of the organization to concentrate
on what they can do best, rather than micro-managing others.

Finally, decision-making in the Predictable Success organization doesn’t stop with the making of the
decision itself. If anything, in Predictable Success, the greater focus is on the execution of that deci-
sion once it has been made. The decision doesn’t just languish there in limbo, with the managers

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hoping that it will gain traction or acceptance. Put simply, it gets done. The main reason for this
is that, in Predictable Success, decisions are not made by a closeted team of managers, then tossed
over the transom to front line employees to implement. rather, they are made by involving—from
the start—all those who will be materially impacted, thus achieving buy-in and momentum right from
the get-go.

2 | Goal-setting: When I speak with an executive whose organization has made it to Predictable
Success, this is the one aspect of being there that they most value, and refer to most frequently—
this sense of really being in control, being able to make things happen. As we saw in our quote
from Jeffrey Immelt: “When you put your foot on the gas in this company, the car goes forward.”
Leaders in organizations that are either in Whitewater or Treadmill lose the ability to “make the
car go forward.” And, when this happens, the organization’s management may not notice the effect
for quite some time. Months, maybe even years, can pass before it becomes clear that the goal-
setting (and goal-achieving) process is broken.

After all, you’re still the boss—you’re still having budgets made, setting goals, agreeing to business
plans. Your people do respond when goals and targets are set. “Things” are still happening—
meetings are being held, resource allocations are made, emails are sent, progress reports are written.
But months later, in spite of all that activity, you look up to see that nothing of note has actually
happened—your organization has stalled, or worse, is going backwards. It seems like nothing you
do or say “moves the needle” anymore.

This sense of helplessness—the feeling that, try as you might, nothing you do or say is translating
into substantive on-the-ground progress—can be devastating. Most executives are task-focused,
strong-minded individuals who’ve got where they are by getting things done, so coming to a realiza-
tion that the car won’t go forward when they step on the gas is intensely frustrating for them.

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In contrast, managers in Predictable Success organizations can feel a direct linkage between their
metaphoric right foot, the gas pedal, and the organization’s acceleration. The goal setting process
is accomplished with relative ease (I say “relative” because no goal-setting process is without some
pain, but in the Predictable Success organization, it’s radically reduced), and it is a process, not an
event. Goal-setting is part of the warp and woof of the Predictable Success organization, it happens
seamlessly, as part of the day to day operation of the business, not as a resource-sucking, do-it-at-
the-last-minute event that it is in so many other organizations. Once goals have been set, barring
catastrophic external events, the organization then moves relentlessly toward the achievement of
those goals.

That’s not to say Predictable Success organizations don’t sometimes miss their targets (of course
they do) but they hit them more often than they miss them, and when they do look like they will miss
their goals, they know about it early and take timely corrective action.

3 | Alignment: In most organizations, there are considerable efficiency losses caused by the inter-
action between the three main moving parts of the organization: its structure, its processes, and
the people who work within both. Put more simply, a lot of time and energy is expended by people
because they have to manipulate the organization’s processes and/or structure in order to get
things done.

In the upward part of the growth cycle (Early Struggle, Fun and Whitewater), the processes and
structure are typically under-developed, leaving the people in the organization to compensate by
working out systems and policies on their own, leading to duplication, inefficiency and increasingly
frustrated customers. In the downward part of the growth cycle—from Treadmill on—the systems
and structure are over-developed, and increasingly rigidly enforced, draining from employees the
ability to show initiative and be innovative.

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In Predictable Success, the organization achieves perfect balance between structure, process and
people. There is just the right amount of process to ensure things get done in a consistent and
efficient way, and just the right amount of structure to provide the railroad tracks for the organiza-
tion to run on. People have the optimum degree of autonomy and freedom necessary to keep the
organization vibrant and innovative, but enough controls and systems to manage risk, avoid unnec-
essary duplication, and to prevent the organization from becoming exposed or vulnerable to a few
superstar “Big Dogs” (those high performers who also have a monopoly of knowledge in how the
organization works).

In Predictable Success, the matrix of structure, process and people are interconnected and organic,
not fixed and absolute. In the Predictable Success organization, there is a realization that what
worked yesterday may not work today, and accordingly, the interplay between structure, process and
people is constantly shifting, staying fluid to meet the organization’s changing needs. Through the
use of cross-functional teams, process improvement events and the genuine empowerment of super-
visors and team leaders, the organization’s structure and processes are constantly changing and
evolving, rather like a lava lamp (for those of you too young to know what a lava lamp is, Wikipedia is
your friend).

4 | Accountability: The single most powerful characteristic of the Predictable Success organization
is the existence of a culture of self-accountability. In the Predictable Success organization, everyone,
from the senior management to the truck drivers, receptionists and janitors, has a strong sense of
self-accountability toward their own, and their team’s, responsibilities.

Why is there such a strong commitment to self-accountability in Predictable Success? It comes

directly from the decision-making culture we discussed in point 1 above. By being empowered to
make decisions of genuine import about their own jobs and responsibilities—and by being given
the resources and the freedom to do what it takes to implement those decisions (see point 3 on

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structure, processes and people) —each employee becomes personally “bought-in” to the success
of their own, and their team’s, activities.

With this strong sense of accountability comes a commitment to genuine achievement (rather
than checking boxes or putting in face time). In Predictable Success, there are fewer turf battles,
and individuals or teams do not work in silos, cut off from each other and working independently.
Instead, groups and teams work harmoniously and cross-functionally, sharing knowledge and
experiences, building a social network that supplements the more formalized organization structure.
Information flows where it needs to, untrammeled by micromanagement or information-hoarders,
as the teams and groups in the organization drive toward results rather than self-justification or
personal glory.

A secondary result of this high degree of self-accountability is that there is little room for time-wast-
ers, pencil-pushers or politicians in Predictable Success, and the organization becomes increasingly
competent at exposing and expunging those who become “makeweight.” Mediocrity, willful under-
performance and the simple shirking of responsibility stand out so clearly that the underperforming
individual has few places to hide.

This culture of self-accountability in the Predictable Success organization doesn’t come simply from
wishful thinking. Rather, all of the organization’s structure and process is focused on demanding and
delivering it. From the hiring process, where self-accountability is identified as a must-have attitude,
to training, mentoring, coaching and the model set by the senior management, self-accountability is
at the core of Predictable Success.

5 | Ownership: Most leaders of organizations (or divisions, departments, groups or teams) feel at
some point like they are pushing an increasingly large rock—that if they don’t constantly have their
shoulder to the wheel (to mix metaphors somewhat), the whole thing will begin to lose momentum,
and eventually start to run downhill, losing all the gains that have been painstakingly made so far.

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One of the reasons managers take few vacations, work long hours and sometime just plain burn
out is the fear that if they don’t push, and push, and push some more, all the progress they have
made in growing their business will be lost.

In Predictable Success, managers get to do

what they do best—managing.
In Predictable Success, the situation is reversed. The organization, possessing each of the character-
istics above (the ability to readily make and consistently implement decisions; the ability to readily
set and consistently achieve goals; having structure, process and people in harmony and a culture of
self-accountability at its core), reaches a whole new phase of organizational growth—one where its
growth and development is achieved by everyone taking ownership and pulling together, rather than
by the manager group constantly pushing.

In Predictable Success, managers get to do what they do best—managing. Instead of firefighting

and fixing things, compensating for the poor work of others, or simply doing things because they
think “I can do it better than anyone else,” the manager becomes what they were meant to be in
the first place: an overseer, a resource allocator and an innovator supporting, motivating and leading
those on the front line.

In the Predictable Success organization, there is no dependency culture around the management
team. Instead, there is a deep sense of co-dependency: managers are dependent on their teams
for delivering results, and the front line employees are dependent on their managers for guidance,
advice and leadership. One is as important as the other and, together, they pull the
organization toward its growth goals.

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info
About the Author
Les McKeown is a serial founder/owner, sought-after advisor, bestselling author, and in-demand speaker.
An internationally known strategist, Les McKeown advises C-level teams at Fortune 500 companies on
high-performance organizational development. He first distinguished himself as Ireland’s youngest-ever
accounting partner, and after some time at Price Waterhouse, became a serial entrepreneur—launching
over 40 businesses, from a tool and die manufacturing company to one of Ireland’s leading contemporary
art galleries. He simultaneously co-founded a business incubation consultancy that grew to 13 offices
worldwide, and created the European Union’s award-winning Entrepreneurship Program. Based now in
Marblehead MA, Les now spends his time consulting, writing, teaching, and speaking.

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This document was created on June 2, 2010 and is based on the best information available at that time.

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