Making the decision to implement The Great Game of Business (GGOB) is a big one. If you’ve been a follower of open-book management for a while, you know the benefits of getting started.
The Great Game of Business approach is simple, it’s just not easy. Many practitioners don’t recognize the difference initially and choose to jump in. (It’s okay! We didn’t either.) If you’re considering a DIY approach to getting started, here are a few valuable lessons we learned in the process.
Three lessons learned in the DIY trenches:
- You might pull the wrong lever. It’s easy to focus on what you believe is the right metric without recognizing the potential effect focusing on that metric might have on other areas of the business. This is exceptionally critical when it comes to determining the components of your bonus program.
- Your people have to understand the “why”. As a business owner or leader, you have all of the information and context that fits into the big picture. It’s important that you provide your team with that same context so they understand why a change needs to be made or why a certain focus should be put on one area of the business.
- Be willing to be real. Depending on your perspective, sharing extremes that happen in business may be challenging. It’s important that your team doesn’t get the ‘watered-down’ or ‘rosey’ view. Celebrate and reward the good and take time to discuss the bad. Both are great learning opportunities.
You may be asking what the practices of the Great Game of Business look like for you and your business. If questions about “bonus programs” and “staff information sharing” are raised in your mind after reading this note from successful entrepreneur Chris Langston, we’d love to answer them at our annual Gathering of Games happening in just a few short weeks in Dallas, TX.
Join world-renowned speakers and breakout session practitioners, like Chris, by registering today. It’s not too late!