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Business Success Through People Success is the New Leadership Frontier

Aug 13, 2019 by Santiago Jaramillo 1 Comment
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.
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Can Equity Ownership be the Ultimate Stake in the Outcome?

Aug 8, 2019 by Martin Staubus 0 Comments
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.
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4 Takeaways for Achieving Results in Your Business Transformation

Aug 5, 2019 by Kylie Sprott 0 Comments
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:
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Questions to Avoid (and What to Ask Instead) to Be a Better Great Game™ Leader

Jul 29, 2019 by Chris Hutchinson 0 Comments
You’ve likely experienced people who occupy leadership positions and people who are leaders. There’s quite a difference. People who only occupy the position use power to get what they think is needed. Their use of questions often includes blame or demands control. Perhaps you’ve heard this one: “Don’t you agree, or is there something you didn’t understand?” People who are true leaders do the opposite. They ask questions to get people thinking about and owning the results of their work and the collective results of the company.
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Harnessing the Strengths of the Game

Jul 25, 2019 by Alia Stowers 0 Comments
“Engagement” has become such a huge buzzword in our society that some CEOs and managers no longer even want to talk about it! But don’t be fooled—this topic isn’t going anywhere. With research organization Gallup reporting that a staggering 87% of employees worldwide are not engaged in the workplace… we have our work cut out for us.
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5 Reasons You Need a PayBrand Story to Scale Your Business

Jul 22, 2019 by Kathy Steele 0 Comments
Great Game® practitioners have many shared values, such as a commitment to High-Involvement Strategic Planning, and the belief that every employee can impact the bottom line. Another shared value, which may at first seem too obvious to mention, is an attention to the numbers. As Great Game of Business practitioners, we are attentive, even passionate, about the numbers. To successfully scale and grow our business, this passion and thought must apply to all numbers on the balance sheet. Having a “why” behind every employees’ compensation that can be sustained long-term is critical to keeping top talent around and attracting the best new hires.
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Scoreboarding: The Whats, Hows and Whys

Jul 18, 2019 by Eric Rieger 1 Comment
There’s an old quote attributed to Peter Drucker that says, “What gets measured gets improved”. While I firmly believe this is true, it’s important to understand that what you measure is equally as important as how and why you measure it.
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Keeping The Game Alive: Educating Through Gamification

Jul 5, 2019 by Lisa Halfmann 0 Comments
Over more than two decades, our employees have consistently been exposed to the teachings of the Great Game of Business® through meetings and trainings at Daryl Flood, Inc., but we found that we wanted to take this training beyond the classroom to interact directly with employees on an individual level. How? Through gamification of our training courses. This allows us to share content with employees in a format that is fun and motivates them to engage in learning at their convenience. There are four things to focus on when building a successful gamified education program:
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Lessons Learned in an Open & Honest Company

Jul 1, 2019 by Michael Otis 0 Comments
“In school, you're taught a lesson and then given a test. In life, you're given a test that teaches you a lesson.”  ~Tom Bodett I remember the grip of fear and dread that day. How could I forget? After 18 years in business, we faced a nearly insurmountable crisis that could have brought it all to an end. A few months earlier I had hired a bright young man that seemed to have what it takes to grow into a valuable member of our team and become a shining star. His name was Travis and he applied to be an estimator and project manager. Filling this role successfully would increase sales and help us grow. But in time I learned my assessment was wrong! Oh, how wrong!
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Is the Open-Door Policy Just Lazy Leadership?

Jun 28, 2019 by Kevin Kruse 1 Comment
An open-door policy refers to the practice of business or organizational leaders leaving their doors open so that employees feel welcome to stop by and meet informally, ask questions, or discuss matters that have been weighing on their minds. These days, with open office environments, co-working spaces and remote team members working around the globe, the “open-door policy” is more metaphorical than ever before. The equivalent of walking through a physical open door in many organizations is now sending a text message, a direct message on Facebook or Slack, an instant message on Skype, or a ping on Basecamp. Regardless of whether the interruption is through an actual door or a digital door, the theory is that an organization uses such openness to build a culture of trust, collaboration, communication, and respect regardless of an individual’s position in the hierarchy.
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5 Reasons You Need to Attend the Gathering of Games

Jun 27, 2019 by Kristi Stringer 12 Comments
Are you toying with the idea of attending the Gathering of Games conference in September?  If you believe all employees can more positively contribute to your business if they are educated and empowered to do so, this might be just the event you are looking for.
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COCOZZA: Where One Self-Implementer Began Their Great Game™ Journey

As the old saying goes, opposites attract—which can be especially true in business. When Reed MacNaughton and Dan Cocozza met back in college, however, they became friends based on what made them alike. They were both engineering students who took all the same classes together at Union College in Schenectady, NY. They also pledged the same fraternity, Sigma Phi,  and when they graduated in 2004, they both moved to New York City, where they roomed together as they started jobs as structural engineers. Later, they both became entrepreneurs when they each founded their own business: MacNaughton moved back to his home state of Connecticut to start a residential construction firm while Cocozza stayed in the big city. They were both very successful in their ventures.
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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.