When teams are looking for growth levers, more people tend to be one of the most common ones pulled.
But does more people equal growth?
"We’re entering an age where the primary metric isn’t how many employees you have—it’s how much you’re able to do with the ones you have."
That quote came from Ken Babcock, CEO of Tango, on a recent episode of RevOps Champions.
He also worked at Uber when they grew from 800 to 5,000 employees in his first year there, so he knows firsthand what it takes to scale with intention.
I can’t even imagine adding that many people to a team in one year.
But lately, as we experience our own growing pains, I’ve started to understand the word “scale” with much more clarity.
I was talking recently with a franchise consultant about what makes an ideal franchisee.
His answer?
“The last thing you want is someone who wants to be an entrepreneur.”
At first, I was surprised. Isn’t that exactly what a franchisor wants—someone passionate and driven?
Not quite. Because franchising is about replication, not reinvention.
The best franchisees are the ones who:
And that’s exactly what every growing business needs, too.
As Ken put it, well-documented processes remove ambiguity—and that frees up people’s energy to focus on:
If you want consistent outcomes (for customers and employees), you need more than just good intentions.
Here’s what high-performing teams have in common:
In times of growth, it's easy to think "we just need more people." But adding headcount without structure often leads to chaos.
Real scale isn’t about expansion.
It’s about making it easier for your current team to do their best work.
We’ve stopped measuring growth by the size of our org chart. What matters most is the confidence, clarity, and impact of the people we already have.
How about you? Are your processes making it easy for your team?
Cheers,
Kristin
Kristin Dennewill
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