GGOB Basics//Huddles Caleb Clark Kevin Walter Co-Founder and - PowerPoint PPT Presentation

GGOB Basics//Huddles Caleb Clark Kevin Walter Co-Founder and Principal Practitioner & Certified Coach Hook + Ladder Digital The Great Game of Business Calgary, AB Chicago, IL

About Us • Cal aleb Clark, Hook + Ladder Dig igital • Dig Digit ital Marketing Agency ba based in in Calgary ry, Alberta Canada th that fo focuses on on high igh qua ualit ity lead ac acquisition an and bra brand en engagement • GG GGOB practitioner sin since March 2020 • 11 FT Em Employees with ith 10% % Rem Remote • Cal aleb an and bu business part artner met et in in gra grad sc school in in 2010, fou founding th the co company in in th the sa same year • Kev evin Walt lter, GGOB Coach an and Practitioner • Co o Fou ounder an and Pri Princip ipal of of Tasty Cat atering • GG GGOB practitioner sin since 2011 an and co coach sin since 2012 • 75 FT Em Employees with ith 0% % remote • Tasty Cat ateri ring – st state an and nat national aw award win inner as as top top co company an and work rkplace

Huddles

Why Huddle? $9,000,000.00

Why Huddle? Eva valuate Game Conditions: Share the big picture – where are we headed, threats, opportunities, and how we are progressing on our goals. Check th the Sco core: Think about cause and effect: How can we influence the numbers rather than just passively looking at results to date. Pla lan th the Nex ext Pla lay: : What’s ‘One Thing’ I can do this week to improve the score? Get et Fir ired Up: Recognize and celebrate every win, big or small.

Huddle: a structured meeting designed to keep players focused on, informed about & included in The Game.

Huddling Guidelines 1)Frequent 2)Focused 3)Consistent 4)Positive

SRC Huddle Video

What did you see? $9,000,000.00

Open-Book Reporting Vs. Open-Book Management No matter where it is practiced, Open-Book Management t has two critical elements: • Sharing business information (open-book) and • Developing a system that enables everyone to use that information to improve the company (management) . Knowing th the score is is one th thin ing. is everything! Changin ing th the score is

Fans who Know the Score

…or players? Players who Change Who can change the score! the Score

Hook + Ladder Digital Story

H+L Digital Best Adaptations

H+L Best Practices 1. Start and end precisely on time (whether or not everyone is there or not) 2. Intentional about high energy at the start when we run through celebrations 3. "Show and Tell" time where we show off different client releases that we achieved over the past week 4. After Show & Tell we dive into mini game updates 5. Every month we assign a new person for meeting minutes and new person to run us through the financial scorecard (this makes everyone feel way more engaged and understanding of the flow)

Hook + Ladder Huddle Preview • Every Wednesday at 10:00 am – Roles rotate • Agenda Cele elebrations, , Gra ratitude, , & Rele eleases (15 min) • Open it up for the team members to comment • Pre-planned releases: Fin inancial l Sco coreboard Forecast - (10 min) Aro round th the Horn (10 min) • Who will do what? By when? Wrap up up & Focus fo for nex ext week

Hook + Ladder Huddle Preview • I will put a shortened video in here of our celebrations, releases and financial scorecard section of our huddle. I will add YouTube link on Wednesday Sept.9 th • Challenges we are still working through • Open book mgmt. vs open book reporting • Keeping the energy high and not contrived • Dialogue and vulnerability when reporting numbers • Tried to add round table commits in and then cancelled

Tasty Catering Story • Great culture and engaged workforce • Many “Best Workplace” awards • WSJ Winning Workplaces • Best Place to Work in Illinois • APA Psychologically Healthiest Workplace • Still had lackluster huddle engagement!

Tasty Catering Speed Bumps • Whose huddle was it? • Design Team owned GGOB - Top down • Who owns the numbers? In Involvement t = Ownership and Engagement! t! People support what th they help to to cre reate!

Huddle Changes • Huddle positions • Number ownership – education • Prize locker • Minigame presentations, updates, celebrations • Ice cream!

Tasty Catering Huddle

Huddle Best Practices Rotate Positions • Start/End Times • Culture Statements • Binders • Pace • Celebrating wins •

Huddle Best Practices Start/End Times • Helps to have odd times • Ours is 12:49 – 1:19 • ALWAYS start on time

Huddle Best Practices Agenda • Start Positive • Wins for the week • Recognition • Financial Scoreboard • Analysis • Wrap Up/Action Steps • MiniGame updates • 5 minutes of learning around the numbers

Huddle Best Practices Positions • Leader • Scribe • Computer • Analyst • Wrap Up/One Thing

Huddle Best Practices Binders • Helps with historical data • Pockets for Definition of Terms and Gain Share table & Conditions

Huddle Best Practices Pace • Don’t get bogged down • Take conversations offline if necessary • ALWAYS follow up and close communication loop!

Huddle Best Practices Scoreboards • White Boards • Use black, red and green markers • Highly Visible • In a Common Area • Calculators

Huddle le Best Practices - Celebrating Win ins • Power Clap • Hoots and Hollers • Applause • Standing Ovation • Cow Bell • Dilly Dilly • Fireworks Clap! • Change, rotate, add, modify –don’t get stuck in a rut!

Huddle Best Practices Harness th the Wis isdom of th the Crowd • Action Steps • Stake in the Outcome – 8 times 8 different ways! • Connect-the-Dots from Scoreboard to Employee Actions, Attitudes and Behaviors and answer: • “How do I impact the numbers?” • “What’s in it for me?”

Huddle Best t Practices • Remain forward focused – 20:80 ratio • Share what’s important and why & then be a good listener – 10:90 ratio • Push to get at the sto tories behi hind the the numbers . What vs. Why • Encourage learning and practice teaching. • Recognize and celebrate the wins – big or small. • Help clear the path and remove the roadblocks • Offer help without removing responsibility • Avoid the trap of being the person with all the answers. • Regain commitment

One of the challenges in leadership is you need to know when to push, when to hug, when to cheer, when to boo and when to kick people in the butt.” - Jack Stack, The Great Game of Business

Best Practices Dave Scholten’s 3 “Cs” that Game playing companies struggle with: • Complicate (resist the urge) • Communicate (effectively) • Celebrate (all wins, big or small)

Reflection Stop|Start|Continue $9,000,000.00

What Can I Do Tomorrow? $9,000,000.00

GGOB Basics//Huddles Caleb Clark Kevin Walter Co-Founder and Principal Practitioner & Certified Coach Hook + Ladder Digital The Great Game of Business Calgary, AB Chicago, IL caleb@hldigital.ca kwalter@ggob.com