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7 Tips for Communicating Change

Jun 7, 2019 by Cassie Potts 0 Comments
Change is often uncomfortable, and adapting to it can be messy. Whether you’re implementing The Great Game of Business®, staging an acquisition, creating a new culture committee, or looking into employee ownership, consider these tips from CEOs that can help business leaders communicate your message in ways that build buy-in and rally your team behind the effort.   
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10 Surprising Things Successful Leaders Do Differently

May 22, 2019 by Kevin Kruse 0 Comments
Over the last three years, I’ve interviewed over 200 highly successful CEOs, military officers, entrepreneurs and leadership gurus including John C. Maxwell, Ken Blanchard, Stephen M.R. Covey, Liz Wiseman, Kim Scott, Patty McCord and others. I always get them to reveal their number one secret to workplace leadership; what advice would they give to a younger version of themselves? After analyzing their answers 10 themes emerged.
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The Four Pillars of Leadership

May 20, 2019 by Jack Stack 0 Comments
As I was growing up on the shop floors of manufacturing plants, I was constantly bombarded with best practices that had names like total quality management, management by objectives and lean manufacturing. The idea was that the company’s management was trying to make us more productive and efficient. If one person could run a machine and still have time to stand around, we would give him two more machines to run. That was breakthrough thinking, essentially operating those two extra machines for free since we increased the productivity of this worker.
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5 Things Every Manager Needs To Know About Employee Engagement

May 3, 2019 by Kevin Kruse 0 Comments
This is an employee engagement message from the heart. I’m doing my best to strip away HR-speak, academic jargon, and journalistic style in an attempt to actually reach crazy-busy front-line managers who’ve heard it all before. It’s my vain attempt to actually influence someone. Despite the best intentions of so many, the truth about employee engagement isn’t getting out. You need to understand…
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Don't Worry About the Big Issues, Just Do Your Job

May 1, 2019 by Jack Stack 0 Comments
Excerpted from The Great Game of Business. Like most American companies, International Harvester operated on the principle that everybody should focus on doing the specific job he or she was assigned. The corollary was that you should only give people the information required to do their specific jobs; everything else should be treated as some kind of corporate secret. Somehow it had become common wisdom that this was a good way to run a business—in fact, the only right way to run a business. That is the biggest myth of all.
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Ask the Coaches: Getting Started with the Great Game™

Apr 29, 2019 by Lauren Haley 0 Comments
From characteristics of successful GGOB practitioners, to forecasting tips, to biggest mistakes and how to avoid them, our Great Game™ coaches tackle these common issues in this segment of "Ask the Coaches."
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It's a Big Mistake to Promote People Too Quickly

Apr 24, 2019 by Jack Stack 0 Comments
Excerpted from The Great Game of Business. The common wisdom is that people should prove themselves before they get promoted. I always promoted people as fast as I could. Sometimes I promoted them right out of my department. I liked giving people opportunities, and I didn't want them to get bored and stale, but I had an ulterior motive as well: it made my job a lot easier to have friends all over the company.
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A Manager's Job Is to Come Up with Answers

Apr 17, 2019 by Jack Stack 0 Comments
Excerpted from The Great Game of Business. It's very common for managers, especially new managers, to think they're supposed to have solutions for any problems that arise on their watch. That kind of thinking can get you into deep trouble. For one thing, it sets you up to fail because no one has all the answers. For another, it undermines your credibility because everyone knows that no one has all the answers. It also isolates you from people. A big pitfall of managers at all levels is the notion they have to be perfect. I know supervisors who can't hold a meeting because they're afraid someone might ask a question they can't answer. As I mentioned earlier, I know CEOs who can't leave their offices unless their ties are straight and every hair is in place. Managers like that wind up hating their jobs. They feel they have to live up to an image, to be an idol, to be a representative of a position.
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Nice Guys Finish Last

Apr 10, 2019 by Jack Stack 0 Comments
Excerpted from The Great Game of Business. We've all heard how you have to be an S.O.B. to succeed in business. How you have to step on other people to get results. How it's okay to throw your weight around because it's a tough world and you win through intimidation. It's all a crock. I've worked on the shop floor. Believe me, nobody there wants to hear a guy telling you to bust your butt if he's rolling around in a Mercedes and beating up the people he works with. When you flaunt what you've got, when you intimidate, when you treat people badly, you lose power. I've watched guys like that throughout my life. I've learned it's just a matter of time before they get theirs.
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Ask the Coaches: Tackling Roadblocks to Transparency

Apr 4, 2019 by Lauren Haley 0 Comments
With different levels of employees, do you structure bonus and reward programs equally? Does GGOB implementation differ between professional and support staff? Are staff privy to others' salary information? Our Great Game® coaches answer how to tackle these tricky questions in this segment of "Ask the Coaches."
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Don't Tell People the Truth—They'll Screw You

Mar 30, 2019 by Jack Stack 0 Comments
Excerpted from The Great Game of Business. You may wonder if it's possible to play the Great Game of Business anywhere-in a division of a giant conglomerate, say, or in a factory with a dominant union, or in a company that doesn't share equity with employees or have an intelligent bonus system. In fact, The Game started in a place exactly like that, in a very small department at the huge International Harvester plant in Melrose Park, Illinois. It was there that I learned most of what I know about managing, and everything I've tried to forget about leadership.
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Kick-Starting your Game: Your Questions Answered

Mar 25, 2019 by Lauren Haley 0 Comments
You asked and we've answered! In this blog series, our experienced Great Game coaches answer questions directly from the open-book community. What is the best coaching tip you have for companies just starting to practice the Great Game of Business? Be sure the CEO is fully bought in, directly involved, is a main cheerleader, sets the example, and ensures that all involved (especially 100% of the leadership team) are enrolled and on board. Period!  Create a solid communication and business literacy training process via a weekly Huddle rhythm.
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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.