Originally published in AEPNow on Monday, January 4, 2021

      We live in a strange time. It’s not always clear what’s true or what’s a figment of someone’s imagination—like a made-up story that people think is true that then spreads like wildfire on social media. When people can’t agree on facts anymore, it creates all kinds of problems.  

    One of the main concerns business owners have when first introduced to open-book management is related to what information will be shared. They fear that revealing details of the company’s financial picture will create stress and tension within the organization. For example, owners are often concerned about whether employee salary information is to be revealed. They even worry about the competition gaining access to their financials.

      Inspired by Rich Armstrong & Steve Baker's book, Get in the Game: How to Create Rapid Financial Results and Lasting Cultural Change. The original Critical Number™ for Jack Stack and the people of SRC was obvious. With a debt to equity ratio of 89:1, they needed to make the bank loan payment. If they didn’t do that, nothing else mattered— their jobs would be gone. Debt was their weakness and they needed to drive it out of their business.   Jack used that one common goal to rally people, get their buy-in and educate them. Not only why it was critical, but how they could influence it. Armed with a common goal people could understand and buy into, Jack could teach debt to equity, along with all the related financial education in their weekly Huddles. And after a year and fifty-two lessons, you can be sure they learned it.

When's the best time to start playing The Great Game of Business®? For SRC, it didn’t come down to a choice. They began playing Great Game™ back in 1983 out of desperation. It was a Hail Mary resort to save their business. They used the system to claw their way out of an 89-to-1 debt-to-equity hole. In the years since, many other companies have also turned to The Great Game of Business system as a last resort. Most of us are more open to change during tough times. What’s less common, though, is companies embracing the system during good times. Why fix something when it isn’t broken, right?

A conversion with Ari Weinzweig from Zingerman’s Community of Businesses. The pandemic has hit restaurants hard across the country. Even those that have remained open by offering delivery and take-out service have seen sales—as well as profits—drop, often by a lot. There’s also the question of how to manage furloughed or laid off staff—and when to bring them back to work. Finding answers to those questions remains top of mind for Ari Weinzweig, the co-founder (with Paul Saginaw) of Zingerman’s Community of Businesses (ZCoB), a collection of what is now 11 ventures based in Ann Arbor, Michigan.  ZCoB includes an array of industries such as a deli, a bakery, a mail-order fulfillment house, a caterer, a training business (that teaches open-book management among other topics), a coffee company, a creamery, a restaurant, a candy maker, an event space, and most recently, a Korean restaurant. ZCob also includes a separate business called Zingerman’s Service Network that provides administrative services to its sister companies.

The coronavirus pandemic, and the subsequent economic shutdown, has seemed to punish some businesses more than others. That’s especially true for anyone in the travel, hospitality, or restaurant industries—all of whom have been essentially shut down with the economy. For these business owners, the rescue package offered by the government—and the payroll protection program, or PPP, in particular—offered a short-term lifeline to keep companies alive and people employed.

We’re all still trying to figure out what the “new normal” is—especially when it comes to keeping people safe. But I also believe we need to get the economy rolling again. I realize it isn't always a popular position to take these days. It seems like people are dividing into two camps: one that is pro-safety and the other pro-business. I absolutely believe that we need to do everything to be protective of people. But I also know what kind of damage we’re doing to people’s lives the longer we keep the economy shut down. It is devastating to see more than 32 million out of work. I was blown away to learn that for every percentage point the unemployment rate ticks up, suicide rates also go up 0.78%. People’s mental health is at risk—especially when their unemployment runs out at the end of July. And that says nothing about the state and local budget deficits that are piling up as sales tax receipts continue to fall off a cliff—which could mean we’re looking at serious cutbacks in services like police and fire that keep us safe. It has me left asking, "What’s the long-term cost of that?" 

On March 17, 2020, John Costello, the owner and CEO of Cherry’s Industrial in Elk Grove Village, Illinois, entered a nightmare. On that day he learned that his wife, who works in the business, fell ill. She exhibited all the classic symptoms of Covid-19, such as a fever, dry cough, and a sore throat. But, with limited testing available at the time, they couldn’t be sure. Then, their son experienced similar symptoms.

It’s been interesting to hear about how people are spending their time at home in isolation amidst the pandemic. Some folks I’ve talked to have spent the time looking through old picture albums and letters to reminisce about the past. Parents have had to learn how to juggle their roles as caretakers with the new added job of schoolteacher. Others have taken up new hobbies like baking bread (if they can find enough yeast). Then there are those who have used their time indoors to tackle home improvement projects of all kinds. I came home from work one day, for instance, and my wife asked me if I noticed anything different. I looked around and admitted that I didn’t see any changes. Had she bought a new kitchen appliance or something? Wrong answer. Turns out she had spent the whole day cleaning out all our closets and drawers. Whoops. I was suddenly facing a radical version of social distancing inside my own house.

The last six weeks feels like six years. It’s incredible how much has changed so fast. There have been so many new federal and state programs rapidly pushed through, all with the intent of helping our people and companies through this crisis. The speed of the legislation has been great to see—but it’s also caused confusion in the details for implementation and administration of the various programs and benefits. It's forcing us, as a company, to do everything we possibly can to find ways to keep our people safe while our factories remain open. We’re the type of company that likes to get out in front of a situation rather than react to it. That means we’ve needed information; lots of it. So, when the crisis hit, we started making calls—hundreds of them—to our local contacts at places like the Occupational Safety and Health Administration to get answers to our questions about creating a safe environment for our people. But we didn’t stop there. Even though our factories remain open for the moment, we continue to take a big hit.