A few years back, we hosted our Annual Gathering of Games conference with the theme, “The Wisdom of the Crowd.” The event has always been a great place to learn from other open-book practitioners, and specifically remember this Gathering's opening keynote speaker James Surowiecki speaking about his book, The Wisdom of Crowds, which discusses how the collective wisdom of a group can outweigh the wisest person within the crowd. I was conflicted. How can the average of a group of contributors yield a greater result than that of the highest member in the group? For me, this was a hard-to-understand concept that seemed to severely oppose my traditional, mathematical thinking.

When it comes to deciding upon an exit strategy, owners of closely held businesses have a lot to think about. Faced with the frightening prospect of turning over the business they have worked so hard to build to new ownership, they might worry about what will happen to the company—and their employees—once they’re gone. Selling the business to a third party isn’t always a welcome or viable option. But if there isn’t a qualified management team or successor in mind, what’s a business owner to do? Fortunately, there is an alternative that can help ensure the continuation of the business while providing significant financial rewards for both the owner and the employees: selling the business to employees through an Employee Stock Ownership Plan (ESOP).

More and more news stories these days center around the R-word: recession. It certainly came up often enough at the 2019 Gathering of Games—including in Jack Stack’s keynote speech. There are plenty of warning signs to catch your attention. The list of potential culprits as to who or what might bring the country’s economic expansion to a halt ranges from tariffs and trade wars to increasingly long lead times and historically low unemployment rates. What’s interesting is that Stack and his team at the SRC family of companies have been forecasting a recession to hit in 2019 or 2020 for the past 10 years—a process they kicked off right after the last recession just about obliterated the economy. Part of the rationale behind that forecast was experience:

Every year, like a little kid, I dread the passing of summer, but in recent years I’ve found a reason to look forward to what follows Labor Day, specifically the Annual Gathering of Games. It’s a special conference where I reconnect with old friends and learn something new – but this year’s Gathering was extra special for me.

When John Costello took the stage on the second day of the 27th Annual Gathering of Games conference, he had already won a bet with his wife, who happened to be in the audience. Costello, the CEO of Cherry’s Industrial, had wagered that it might only be a few minutes into his talk before he’d start crying. He was right. But the tears that Costello shed on stage—which then quickly spread among the 700 rapt audience members—weren’t tears of sadness. They were tears of relief; freedom from a heavy burden that he had been carrying on his shoulders for years.

  As a practitioner of open-book management at an employee engagement software company, I have a unique front-row seat to the Great Game of Business®. I’ve seen the impact it has on our own employees’ engagement, as well as many of our customers’. As our friends at Great Game™ often share, organizations who subscribe to the open-book methodology have employee engagement levels that are three times higher than the national average. By tying the work employees are doing daily to the outcomes and success of the company, these leaders are giving employees more reasons to invest their full hearts and minds in their work.

At the 27th Annual Gathering of Games Conference, The Great Game of Business® will celebrate the 19th Great Game of Business All-Star Team. This prestigious award recognizes and celebrates the remarkable achievements of companies from around the globe that have fully embraced the principles of open-book management and The Great Game of Business, and have demonstrated outstanding results. The inspiration for the All-Star Awards came from the pioneers of open-book management themselves. Great Game All-Stars not only practice The Game at a high level, they embody a spirit of generosity and a willingness to openly spread the word to help others succeed. That is the essence of the All-Star Awards! Here's your chance to check out the 2019 finalists and vote on your favorites for this year's All-Star People's Choice Award. 

I believe Evergreen™ businesses are the most important companies in our society today—successful, profitable, and lasting companies, those that positively impact their employees, customers, suppliers, communities, and most importantly, families. These companies are fueled by purpose, put people first, and are committed to continually growing to last 100 years—or more. In many Evergreen companies, GGOB plays an essential role in the competitive advantage that these businesses enjoy. 

I recently saw a semi-truck with a large arrow pointing towards the cab of the truck and this statement, “Our greatest asset sits 63 feet up here.” I have seen it before, but this time it struck me differently. I thought, Does the culture of that company support this statement or is it no more than a marketing slogan? Companies want to be “on top”, “cutting edge”, “innovative”. The question is: Does the culture support the cutting edge marketing? It’s great to have a catchphrase or some values on the wall, however, it is not easy to lead a group of people every day, month, and year after year. It’s not easy to lead the pack and in fact I am going to say DON’T lead the pack.  Lead yourself first. Any great business coach will tell you to know your team, but do you know yourself, who you are, and why you do what you do?

As business leaders, we care deeply about employee engagement, but we can’t operationalize a culture of engagement by ourselves. Without a strategy for scaling it across the business, it’s tough to move the needle. As my own business has grown, I’ve realized that the best thing we can do for our employees is to focus on the top two or three actions that will have the greatest impact—and hold our people-leaders or “trusted lieutenants” accountable as owners of those initiatives.

We all know the fundamental building blocks of the Great Game of Business®: Know and teach the rules Follow the action and keep score Provide a Stake in the Outcome® When it comes to that third step—providing a stake in the outcome—what’s the best way to do that? Two common choices include cash bonuses and equity sharing. Many owners, especially those new to the Game, are skittish about sharing equity with employees. They can’t always put their finger on why it makes them nervous, but the reality is that using equity interests can be a great way to provide a stake in the outcome to your associates.

How does someone take three conservative intellectual property businesses with very traditional cultures and transform them into an engaged, high-performing business?  To compound the challenge, we were now publicly listed and were moving the business from a partnership model to complete transparency. The Great Game of Business® helped us to overcome these challenges, culturally transform our business, and achieve both improved engagement and financial results. In the process, we learned four important lessons: