The Method — Measure
Common mistakes businesses make during measure
The most expensive mistake in Measure is measuring what is easy to collect rather than what decides the business — and it is the one almost every owner makes, because the shortcut feels like competence.
7 min read · Reviewed by both partners
These are the failures we see repeatedly in this specific phase. Later phases have their own; these belong to Measure.
Each one produces the same symptom: the phase gets declared done and the constraint stays exactly where it was.
Step by step
Assuming the answer before doing the work
Measuring what is easy to collect rather than what decides the business. The theory is usually reasonable and usually incomplete.
Working from the numbers you like
Selective evidence is the default failure mode of any owner examining their own business, and it is not a character flaw.
Skipping the write-up
A baseline nobody argues with has to exist in writing or the next phase inherits a memory instead of an input.
Letting the loudest person converge the phase
Convergence should come from evidence. When it comes from seniority, the phase produced a preference.
Rushing to feel productive
Two to four weeks is normal. Compressing it moves the cost to a later phase where it is larger.
Common mistakes
Confusing this phase with the next one
Each phase has one job. Borrowing the next phase’s work is how both get done badly.
Declaring victory on a partial result
A phase is finished when its output exists and survives challenge, not when the calendar says so.
Frequently Asked Questions
Common mistakes businesses make during measure?
These are the failures we see repeatedly in this specific phase. Later phases have their own; these belong to Measure.
Does this apply the same way to every business, or does it vary by industry?
It sits under The Measure Phase in the Growth Scaling Method. The next step for an owner is the $1,500 Assessment, which reads your own numbers against everything described above.
Is pricing published?
Yes, and it does not move: $1,500 per Foundation step, $4,500 for all three, and a $5,000 monthly minimum for recurring programs.
Who works on the account?
The two founders, directly. David Mitroff, Ph.D., handles strategy; Steven Lockhart handles systems and measurement. Nothing is passed to a junior team.
References
- www.bls.gov — primary source
- www.nfib.com — primary source
- www.consumerfinance.gov — primary source
Avoid the expensive version of Measure
Both partners, two hours, and an outside read of your own numbers.
Growth-Scaling is a marketing and business-scaling firm. It is not a licensed practitioner in any client vertical and does not provide medical, legal, financial, or contracting services; all industry content on this site is marketing and growth guidance for owners in those fields. Figures describing past engagements refer to specific businesses under specific conditions and are not a prediction of any future result. No outcome is promised.
Written by Steven Lockhart, reviewed by David Mitroff, Ph.D. Figures and regulatory details reflect the cited public sources; requirements vary by state and situation. Growth-Scaling is a marketing and business-scaling firm, not a licensed practitioner in any client vertical.