In this new video, leadership trainer and author Ray Attiyah tells us all about the value of “the daily huddle.” Based on the power of personal interaction, Ray walks us through the three key elements of the daily huddle from start to finish, including WWW – What Went Well” – and covering opportunities for improvement, modeling vulnerability, reinforcing positive habits, and consistently communicating core leadership principles and behaviors.
Over the last 20 years, one of the key elements that I find that has been extremely consistent, extremely valuable, are daily huddles. I believe that leadership is part of interaction. It's physical. It's seeing you. It's talking to you. It's body language. It's not just an email. It's not just automation of some sort of management system. It's communication. It's collaboration. So on a daily basis, I believe in a daily huddle. So one of the elements that I believe most critical about is leading with what went well, WWW. And at first, to talk about what went well is foreign to most folks. We have managers and leaders of companies who typically pride themselves as being problem-solvers. To be a problem-solver, you've got to go find the problem. So we're trained to go find the problem. What's broken? What's wrong? And I become Mr. Fix It or Mrs. Fix It. Now, part of it is to lead with what went well. So I use the example of when our kids come to us the first time with a drawing, and they draw a beautiful drawing, and they hand it to us. What do we say? "Oh my gosh! That is so beautiful." We don't look at that and say, "Ooh, sweetie, you know, the blue should have been a green. These lines are not perpendicular or straight." No. Because what are we trying to do? We're trying to really inspire and support them doing something new for the first time. So part of the daily huddle is also a learning opportunity for them to train. What that does, it goes in the second part, which is what needs improvement. When people feel as though they're respected for the positives, they're much more willing to share what needs improvement. They make themselves much more vulnerable and talk about, "You know, yesterday, I messed this up." One of the greatest examples that I remember that is in one daily huddle at the company where the materials weren't showing up on time. And a frontline supervisor was talking to the distribution manager. And the supervisor in the distribution area, Ray [inaudible 00:02:00], said, "That's our issue. We caused that problem." So he said, "That's me." And he was comfortable bringing that up in front of his management team saying, "We messed that up, and here's what we're doing about it. So it really creates a safe place to be vulnerable for improvements. Otherwise, they become defensive. People want a score of how they're doing. Are we winning? Are we losing? How are we doing? And the final one is around habits. So we'd pick a habit for the week and we focus on that. So if you're in the run, and you feel like you're stuck in the run on a daily basis, I would suggest doing a daily huddle, 12-minute daily and focus on the four things: What went well? What needs improvement? Are we winning? And what habits do we want to reinforce for the week?