The Great Game of Business Blog

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How the Rules of Improv Can Improve Your Culture and Business

Feb 1, 2019 by Lauren Haley 0 Comments
Fear. It can control any situation, including situations in the workplace. Fear of making mistakes, fear of criticism, fear of losing credibility to your peers and superiors, fear of feeling unprepared.... these all inhibit creativity and prevent what Dallan Guzinski calls "psychological safety," a feeling of safety allowing individuals to be comfortable  contributing ideas and feedback. Based on his experience working as Director of Culture and Engagement at The National Center for Employee Ownership (NCEO), Dallan introduces ways to build trust among your team and and more effectively solve serious workplace problems through classic improv techniques. 
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4 Easy Strategies to Communicate Financials so Employees Can Understand

Dec 18, 2018 by The Great Game Team 1 Comment
 When it comes to learning financials, it may seem overwhelming for those who don’t have a background in accounting or business. At first, nearly anything you say about the financials will sound absolutely foreign. So what can you do to break down this communication barrier? There are a number of techniques you can use when communicating the numbers to ensure everyone is on the same page. Here are four strategies to improve communication about financials with your employees:
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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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An Auto Repair Shop Leverages Open-Book Management to Beat Industry Profit Margins

A mechanic by trade, Tom Bissonnette has been part of the auto body repair business in his hometown of Saskatoon, Saskatchewan, since the 1980s. It was in 2000 that the opportunity arose to purchase Parr Auto Body, a company specializing/that specialized in auto collision repairs. While the business proved successful over the next 12 years, Bissonnette saw room for improvement. While he had first come across Jack Stack’s book, The Great Game of Business, back in 1998, it was a newly hired consultant who suggested in 2012 that he implement its best practices in his own business.
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Your Most Important Document by Bill Collier

Feb 5, 2013 by Bill Collier 0 Comments
In a previous column titled Great Expectations, I urged business owners to have realistic expectations for their employees. (Read it at www.sbmon.com. Search for "collier expectations.") Now let's build on that message:  Define your expectations. In my role as a business coach, most of the issues I hear about are related to employees. And more often than not, a lack of clear expectations is at the root of the problem. We usually let our people know how to do a job. "Open the software. Click the blue icon. Use the menu to find the customer ..."
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Lead, Follow or Get Out of the Way

Jul 17, 2011 by Bill Collier 0 Comments
Lead, Follow or Get Out of the Way Are you a leader? Before you answer that question, consider … there’s a big difference between management and leadership. Try this quote on for size: “Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.”   – Stephen Covey
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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.