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The Myth and Magic of the Critical Number™

Imagine a number, that if identified, would represent the single most important thing in your life; the one thing that would change everything. Whoa. That would indeed be awesome. But there’s more to it than that. There’s myth and magic that surrounds what we call the Critical Number™—that one operational or financial metric that represents a weakness or vulnerability that impacts the long-term security of the business. This clearly defined, company-wide goal will indeed change your business. And yes, it will change your life.  But the Critical Number is not magic.
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4 Reasons Your Employees Aren't on the Open-Book Bandwagon

Is your leadership team ready to make the leap into open-books, but the rest of your employees lagging behind? If you’re ready to start sharing financial and operational business information with your employees, but they’re just not ready to play along, there are probably some very logical –and common – reasons why. Here are the top four reasons that your employees haven’t jumped on the open-book management bandwagon.
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Great Game Experience Regional Workshops: What Are the Benefits (and Who Should Attend)?

If you’re like most business leaders, you’re always looking for ways to educate, empower and engage your employees. Want proof? Studies show that 90 percent of leaders think an engagement strategy will have an impact on business success. The only problem? Barely 25 percent of them have a strategy for implementing it.
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What is OBM? (A New Practitioner’s Perspective)

Learning about open-book management is one thing; putting it into practice is quite another. Because it’s such a big business strategy change, many business owners are hesitant to take the plunge. To help you envision how to get started with open-book management (OBM), here’s a Q&A with a real-life practitioner who recently implemented OBM at her company:
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Think Outside the Top Line: How Open-Book Management Helps Employees Understand the Bottom Line

Mar 24, 2015 by Mary Lewis 0 Comments
“We need to sell more stuff!” “If only the sales team was on a plan, we would be hitting our profit numbers and making bonuses!” Do you ever hear this chatter in your company? When our bottom line profits are not up to par, we all have a tendency to first focus on the top line. When in reality, there are all kinds of opportunities internally to boost profits. In most companies, additional profits are slipping through the cracks every day.
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7 Tips for Training New Hires

Aug 7, 2013 by Elnian Gilbert 0 Comments
When I think about all of the times I’ve been hired for various jobs over the course of my life, I have the benefit of 20-20 hindsight to see the enormous impact that training had on my success (or failure) in each job.  Although I’ve now worked for Zingerman’s almost seven years, I still remember going through the hiring and orientation process, most particularly as a seasonal, temporary employee at Zingerman’s Mail Order.   In fact, my experience at Mail Order is a big part of the reason that I wanted to stick around after that fast-paced, fun, and all-too-brief holiday season!
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4 Danger Signs that Your Game is Getting Stale

Jul 25, 2013 by Kelly Tetterton 0 Comments
Playing The Great Game of Business can be a real rush, especially in the beginning. It’s a new concept for most people, so there’s an initial excitement when everyone is first figuring out how this all works. But the romance can fade, and if it does, The Game can become just another routine office chore. How can you tell if the romance is fading? There are four obvious danger signs. Individually, they can just be one or two people being grumpy, but collectively, they can signal that people are starting to take The Game for granted. So here’s what you need to be wary of:
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About The Great Game of Business

Our approach to running a company was developed to help close one of the biggest gaps in business: the gap between managers and employees. We call our open-book approach The Great Game of Business. What lies at the heart of The Game is a very simple proposition: The best, most efficient, most profitable way to operate a business is to give everybody in the company a voice in saying how the company is run and a stake in the outcome. Let us teach you how to develop a culture of ownership, where employees think, act and feel like owners.