The daily huddle connects each day to the weekly meeting. When done correctly the daily huddle speeds up your business, aligns teams and heals relationships. ​But sometimes teams won’t follow daily huddle best practices and end up with long or ineffective daily huddles.

​​The daily stand up meeting must be energetic and valuable to all participants. For most people, in 10 minutes or less you’re getting the most important information and getting on your way.

In this episode, Brad and Kevin discuss why you need a daily huddle, what a daily huddle agenda must include, and tips for a successful huddle.

SUBSCRIBE TO THE GROWTH WHISPERERS:

    

EPISODE TRANSCRIPT

Please note that this episode was transcribed using an AI application and may not be 100% grammatically correct – but it will still allow you to scan the episode for key content.

Brad Giles  00:13

Welcome to the Growth Whisperers where everything we talk about is building enduring great companies. My name is Brad Giles. And today, I’m joined as always, by my co-host, Kevin Lawrence. Hello, Kevin, how are things today with you?

Kevin Lawrence  00:28

Things are great. Up here in cold Canada, we’ve got a whack of snow and notably more snow, and notably more cold temperatures than we normally get. So, but a boy does make everything look beautiful. So I’m doing great.

Brad Giles  00:48

Good to hear. Well, obviously the opposite here. It’s beautiful summer time here. And so as always, we like to start with a word or thought of the day. Kevin, what do you have today for us?

Kevin Lawrence  01:21

Yeah, cult like culture is kind of the phrase of the day, had dinner with friends tonight. And we got talking about a religion that won’t be named, and their incredible cult like culture. And, you know, they’ve had some experiences with that particular thing to the point where there were some, some bad experiences they had when they decided that they were going to move on. And just the power and the grip that the culture had on the members of that community, and particularly him. And but we had a conversation after he shared a little bit of talking about how, you know, great companies find ways to bring people in and meet all of their needs, and they have the bonds and the relationships and all of the things like why would they want to go. And so if we take the healthiest part of cult like cultures, that is what a great community is, it’s what a great company is. And, you know, in thinking about the companies that we work with, and think our own firm, you know, what does it take to have that cult like, culture?

Brad Giles  02:38

That’s awesome. Yeah, culture. It’s, it’s so divisive for many people, but for many companies to get what they think might be right, maybe they think they’ve got a good one. But you know, having a conscious culture or consciously building the kind of culture that you work with, that you work with to build your strategy or that aligns with the needs of your strategy and your customer, when that’s where the real gains are made, isn’t it?

Kevin Lawrence  03:09

Yep, sure is. How about you? What’s your word of the day?

Brad Giles  03:14

Yeah, so mine, funnily enough, was strategy. So yeah, some weird words there. But what’s your strategy to build your culture? And, and that’s, that’s because it’s something that you need to work on. It’s something that you need to have, you know, consciously mapped out not just pictures, it was ironic that you said that that’s why I loved at the time. But yeah, it’s something that you need to have developed, like, even if you haven’t mapped it out, like, what is the strategy for your culture? How are you going to build the kind of culture that will attract the top performers in your market? Something that, you know, I’ve certainly spoken about so much on this podcast?

Kevin Lawrence  04:02

Yep, for sure. So today we are talking and this is episode number 94. We’re getting close to the magical 100th episode. Well, magical because in our mind, it’s a milestone to cross. But today, we’re talking about something really exciting. And it’s, it’s meant to be exciting and impactful on a daily basis for most people, Brad. So what is this episode about?

Brad Giles  04:30

Yeah, so over the last few weeks, we’ve gone through the annual meeting, the quarterly meeting, the monthly meeting, the weekly meeting, and today we rounded out with of course, the Daily Execution meeting. And this is the thing that kind of stitches it all together in terms of execution and something, something that people are very reluctant to do at the outset. So yeah, today we’re talking about the daily huddle and how The Daily huddle weaves together, the weekly and the monthly and the quarterly and even the annual in terms of execution.

Kevin Lawrence  05:09

Awesome. And I will tell you, when I first start heard about daily meetings, I thought they were a little weird. And I thought that they were overkill, I was quite skeptical. And I will tell you, it’s, you know, it’s getting close to 20 years of using them with different clients. And from the first client I tested them on, they were amazingly impactful. And often, they don’t work in companies. Yeah. And it’s not that they don’t work because they couldn’t work. They don’t work because people don’t really understand them well enough, and to bring them to life, or they don’t have the rigor or discipline to keep them going when it gets a bit bumpy, but hands down one of the most impactful meetings that you can have. And fascinatingly, it is a natural instinct to have a daily meeting when we get into crisis situations or problems. When things don’t work well, with a goal. Let’s just talk about this every day until we fix it. Excellent. And this is meant to be a proactive things to make sure things keep going well. And they’re very impactful. We’re going to dispel a few myths today give you a few strategies that we’ve seen companies use, but it is incredibly impactful meeting.

Brad Giles  06:23

So I’d heard about the daily huddles, I, you know, read about them, I’d seen others, but it really didn’t seem very culturally appropriate for me. At the time, this was like 1718 years ago, and I took my leadership team to see a guy called Jack Dailey. You know, Jack, I know, Jack Dailey, one of the most fantastic sales trainers that you’ve you’ve ever heard of. And we came away, it was a full, intensive day with Jack. And we, I brought the leadership team way. And then I said, Okay, so what’s the number one thing that we’ve got to do. And the leadership team said, hands down, at the same time, we’ve got to start doing daily handles, and that was the catalyst, I remember it as clear as day for us to start doing daily huddle, it was really it came from Jack. And so we started doing them. And I remember, I learned something every single day that I would never have learned otherwise, yes, about things that were happening in the business. And there was no other forum for that.

Kevin Lawrence  07:34

And that’s the idea. It’s the cross communication across all the different channels and pieces of the business so that people know what’s going on at once. And instead of 10 separate conversations at the old version, you know, at the water cooler, or SMS messages these days are virtual meetings. It’s everyone’s in one loop to get in sync. And it’s almost like the, you know, the brief that a team has before they’re going out onto the field in many ways. You imagine a sports team, everyone just kind of rolls in shows up at the game and then goes out on the field. They don’t get in sync before they go to their job. It doesn’t make sense. Interestingly, I am, we are up at a place called Kelowna BC on vacation, which I remember not far from there right now. And with my son, and he was like seven years old, and we go into a Walmart store. And I see people in a circle talking. So we go to the aisle behind so we can kind of listen and you know, on their daily huddle, and they went through all the things that’s going there, they had their lists that their agenda that they went through. And at the end, they sang the Walmart song. And there is a Walmart song and they were singing this song. And everyone’s awkward and goofy. And I went up and I talked after to the manager and one of the people I’d seen in the meeting and asked him about it. And they said, look, they do it once a day, sometimes twice. And they move it around the store physically so that they can include different people on different days because people still well the store is running, they’re doing the meeting. And I said and I said to them, you know, why does it work so well because everyone knows everything that’s going on. We know if there’s a shipment coming in and we need some more people in the back. It gives us all our plan for the day. It creates recognition opportunities in their culture. They say okay, what tell me about the damn song. And the lady with his big goofy smiles like well, you know, it’s a little awkward, but tell you what, we come away feeling really, really good and then we get on with our day. So I’m not saying you need to do a song yet God has no do not say that Kevin said to do that because some people will not enjoy it. But it’s a point of unification and bringing people together and it’s insanely powerful.

Brad Giles  10:01

Yeah. So the daily huddle. I mean, the real base concept is that if you get the daily huddle, right, it should save one hour per day of tiny interactions, or updates, or emails or access meeting times.

Kevin Lawrence  10:29

So really, whilst we’re advocating that you need to have another meeting, what we’re really saying is that you’re eliminating 10 meetings or an hour of wasted time?

Brad Giles  10:33

Yeah, yeah. So if you can look at it, inversely, rather than adding, saying the reason we’re doing it is to take away, you can come at it from a different perspective and a different set of thinking.

Kevin Lawrence  10:45

And that works. If you follow the agenda and everything everyone learns to bring all the data to the daily meeting that they need, versus Talking to you afterwards. And if someone brings up something that should have been shared at the daily with the team, it’s like, Hey, make sure you’re bringing that to the daily tomorrow. Yeah. And training everyone that that is that central communication channel on a daily basis for stuff that would impact everyone versus the one on ones which people sometimes default.

Brad Giles  11:16

Yeah. And remember, this is daily, so it’s probably four days per week, knowing that on the fifth day, you might have a weekly meeting, that’s got an asterix on it, because it depends on the team that for example, the Walmart team may or may not that you mentioned may or may not have a weekly, so they might have five dailies depends, but for the average small to medium sized business in the leadership team, perhaps you’re only going to have four dailies, and then one weekly, it’s like

Kevin Lawrence  11:44

Monday, you’d have your weekly and then Tuesday, Wednesday, Thursday, Friday, if you work on Monday to Friday, a week, then you’d have your dailies on those other days just to keep things moving along and staying on track.

Brad Giles  11:54

Yeah, you catch up on those things in for sure.

Kevin Lawrence  11:57

So the key also with a daily meeting is it’s meant to be seven to 12 minutes. Now, when we were doing the scaling up book, Vernon, I had a debate about it. And I think it should be seven to 10 minutes. 12 minutes creeps a little bit longer. So I am as we debate it, say the 12. But it I say 10 minutes, max, because once you start creeping over 10 minutes, you can easily turn to 20. And here’s the number one way to have an ineffective daily meeting is to go longer than 10 or 12 minutes, yep. Because if you do, it starts becoming 20 minutes or half an hour, people start devaluing it, and saying we shouldn’t do it, it’s not valuable. And they’re right, it’s not worth half an hour a day, unless you’re, you know, in an ER room or some environment where that meeting has a lot more meat to it. And is it has some deeper diagnostics or things like that. But generally for most people, under 10 minutes, you’re getting the most important information and getting on your way.

Brad Giles  13:03

Well, as soon as it goes to 20 or 25 minutes, everyone, it significantly impacts someone’s day, in 10 minutes, it’s like you can catch up on that. And it’s a lot easier pill to swallow.

Kevin Lawrence  13:20

It is an impact someone’s day, you’re also going to be boring someone to tears, because there’s not 30 minutes of things that involve everybody in the room. And again, unless there’s some incredible crisis, but even then the that’s not the intent of the meeting, it’s a pulse, making sure that we’re on track, making sure that we have what we need, making sure we don’t need to do something important or sensitive of the state to be able to be effective.

Brad Giles  13:45

So if we go back to the annual helps us to set strategy, the quarterly execution meeting helps us determine the quarterly execution plan. And we spoke about that a couple of episodes ago. And then we go to the monthly, and then we go to the weekly. And so in the weekly, what we’re really saying is, this is how I’m going to execute this 1/13 of this quarterly plan, or this is where I’m at in terms of my quarterly progress. And so that’s what the that’s part of what the daily huddle is also doing. It’s saying, am I likely to achieve? Or am I on track for this week’s plan? Because that’s a week’s plan is a part of the quarterly plan.

Kevin Lawrence  14:31

Yeah, so it’s basically making sure that I we have an effective day and one of the questions the third, for the fourth thing that we do the third thing we talk about in the agenda is about making sure you have everything you need to have a successful day. And it’s critical to make sure that you’re having a great day. So let’s jump in to the agenda itself – it’s three questions. And then sometimes people will customize it and add something else. And be Be careful about adding too much like a lot of things you can do. But the first thing is, it’s two words with a question mark. It’s what’s up? What’s up? What’s up? So and again, if you’ve got people their ideas, you ideally, you go around the room and hear from every person I call the daily meeting, circling three times, we circle with Question one, we circle with question two, and we go around the whole circle for Question three, it’s an efficient way to do it. And for speed, and it also makes sure everybody participates. Now, if you get into 50, people, if you have all hands, or everyone in the office 50 person meeting slightly different. But for a team that this is, you know, the executive team, or the marketing team, or the accounting team, whatever it happens to be. What’s up? And basically, what’s up is what’s going on today, that we should all know about. Now, maybe it’s just something exciting. You want to share. Maybe it’s you know, the queen is going to be touring the office today. There’s a special new product getting launched, or who knows what, there’s a power outage, just what’s going on, that we need to be aware of in our day.

Brad Giles  16:23

And it’s not micromanaging. This is a real trap app in the WhatsApp section. Because yes, some people and be in a leader or a worker, they might think that what’s up means, what am I working on today? How am I you know, my boss is giving

Kevin Lawrence  16:39

 

Think of a briefing of a military to a military commander with the team? What’s going on? What do we need to be aware of? That’s happening, right? So it’s real straightforward. And there’s always now some companies also the base question, what’s up? Some people will modify this and say, you know, what’s up? Or what’s, uh, when something good that’s happening? Yeah. Some companies will do, you know, what’s, what’s up here and what’s up in your life. Like, they will bring a personal component in for bonding, and again, do what you want, but it’s a bring to the table, the important things that we should all be aware of.

Brad Giles  17:29

And there could be good and bad things. It’s not only you know, I remember I worked with one team. And they were, they use the phrase energy up. And so he had to only bring things that were positive. And it’s like, maybe the house is burning down. But you know, it’s good.

Brad Giles  17:57

Yeah. So it’s just what’s up broadly, what’s going on. And one of the keys is that it should be short and sharp, knowing every team’s got a different size. But knowing that we’ve got to get through all of the people knowing that no one wants to stand there listening to anyone for a long period of time, make it short, sharp, succinct, and look out for the people. I’m going to just say this, right, who might be a little bit lower on the EQ scale, or might want to, let’s just say, give you a status update of everything so that they look good. Like, you got to give them better coaching.

Kevin Lawrence  18:41

It’s that’s the single most important thing that you need to share one, not a shopping list. Yep. Perfect. All right. Speaking of being short and sharp, let’s go to the next one. The second is your daily metric. Most companies will have 345 metrics or KPIs that if they pay attention to it gives them a good pulse of the business. And this is about having daily data so that you can make some adjustments. Or maybe you need to have a special meeting after the meeting, if something’s either really good, or really bad. And you know, there’s a couple different ways people will do this. In some companies, they go around the room for people that own one of those key metrics. Some companies get each person to report a metric. But generally, a lot of companies will have a whiteboard or a digital whiteboard, where they have those top three to five numbers. And then the owners, the owner of those numbers, each number reports on it and tells us the update.

Brad Giles  19:41

And this is an easy one for teams to skip if they don’t have sophisticated reporting, but I would still encourage you to use that time for some kind of daily metric in some form. So that could be I mean, they might say for example, we get we close it up At the end of the month, and so then a few days after that, we’ll have some kind of numbers to discuss, well, you got to kind of look beyond that. Now, obviously, an easy one is sales, what were the sales numbers for yesterday should be pretty easy to track. And that might be great and easy for the sales team or sales person. But you can switch out numbers each day. So maybe on Monday, you could talk about, you can have team members talk about one form of sales, a leading indicator or a lagging indicator. And then in accounting, you could have the five top key performance indicators. And then on Monday, they report on one and then Tuesday a different one. So he’s really switched it up. It doesn’t need to be only talking about my KPI because the first thing that many people say around the daily metric is, yeah, but I only get my numbers weekly, or I only get my numbers monthly or something like that. What do I say the other four days, so find different KPIs to try

Kevin Lawrence  20:57

And if you only get your numbers monthly, that’s financials, there’s lots of operational KPIs. And every business and bigger businesses, this is easier, bigger businesses, there’s a lot more data and a lot more moving parts. But that example, Brad that you gave was a great one of okay, Monday’s report sales. Two, we report a day Tuesday report a customer feedback, three, report, day three, report inventory. Day number four, we report, cash conversion cycle. Yeah, and day number five, we report meal production and or production of customers needed, or shipping of what customers needed, and what percent of what they needed division, whatever it is. But so basically, you can report all the numbers every day, if there’s enough going on in business, or you just report on a different number every day, the key is to stay connected to the numbers that are meaningful in the business.

Brad Giles  21:46

All of that is that the customer pays me is that the other team members, they get educated on what matters. So if we say we’re super, like, we’ve got real problems, we’re really red on this area. Everyone in the team learns every time you talk about the numbers.

Kevin Lawrence  22:07

And it also that everyone stays focused on what matters because those key numbers are what matters. Yes. And so and it directs your attention to that versus maybe we need to get a new brand of coffee in the coffee machine, which maybe you still do. Okay, so agenda point number one, what’s up? Number two is the daily metric or metrics? And then number three, which is a little isn’t there’s different versions, but it’s basically where or are you stuck? Or another version is, you know, what do you need to make sure you have a productive day? Or what do you need assistance with? The question where you’re stuck is excellent. But some people have a psychological block around it. People don’t like to admit that they’re stuck. But the idea is, what’s something that would be in your way for accomplishing what you need to accomplish today and having a productive day?

Brad Giles  23:05

Yes, yes. And there’s always something I’ve, I’ve seen accounts payable and receivable, people who can sometimes can push back against the daily huddle, and I love them. Don’t get me wrong, but they’re like, ah, you know, there’s we’re not really into the daily huddle. We do the same thing all day every day. And it’s like, yeah, but where are you stuck? Like, what are the problems? They go, Oh, well, Company X isn’t paying their bills, or, you know, I’ve got? And so that’s an example where if they brought that up, somebody else who deals with Company X might be able to say, I know them really well, I’ll give them a call. Yes, is it kind of things that can free up the bottlenecks where other people, you just might not know that, and there’s no other forum in which to do that?

Kevin Lawrence  23:56

Right. So there’s two things sometimes things that you’re stuck on are things that you can fix yourself and just thinking about it and articulating it benefits you. Sometimes that’s an opportunity for a colleague to help you. For example, I worked with a large Auto Group, a multi brand Auto Group in another country. And I remember that the CEO of that business, there was a substantial business loved the daily meeting. Once I got him to start doing it. He says one of the best things he ever did. And he gave me an example of one of the meetings, there’s the guy who ran a Jaguar brand, and it was saying we’re stuck. I got these four units, I can’t move. It’s last year’s model. I need to move them the new ones are here this week, we got to do something. And a guy on the other side of the room who’s actually responsible for doing buy those, you know what? I think I know somebody will take them someone just asked me for something. And I think this could fit the bill. So again, just in one meeting, they move for units that were stuck, like dead stock.

Brad Giles  24:59

You know, a really cool take on the stock concept that I’ve seen before was I think it was Spotify. At Spotify, they work in small teams, let’s say of four or five people. And they work in clusters of workstations, and at each cluster, they had to whiteboard adjacent and they always had to write where they were stuck on the whiteboard nearby. Yeah, so everyone always knew where each of the teams were stuck as they walked by, and all the team members knew what they were stuck on. It’s as much as it is important. For other people to know that and potentially fix it, it’s good for you to know, because it’s an opportunity for you to prioritize that stuck item.

Kevin Lawrence  25:47

Because it burns up a lot of energy when you’re stuck on anything to go lateral, when you could be finding a way to go forward. Alright, let’s move on the next point, and there’s different add ons people have done. I’ve seen people do joke of the day. You know, we’ve also we brought that we’ve seen other people do word of the day, I’ve seen a one company where it was in the Middle East, and they did the Arabic word of the day, everyone was English speakers, there was one member on a team that spoke Arabic and or a country that speaks Arabic. And so everyone was learning a new Arabic word every day. So there’s tons of different iterations or add ons, people have done a ball beyond those three questions,

Brad Giles  26:34

but don’t let it go past 10 – 12 minutes.

Kevin Lawrence  26:38

Exactly, which is the danger of adding anything else. So we got three things. what’s up daily metric, where you’re stuck of three things, and feel free to do other things around it. But if you get away from those three, it just gets riskier.

Brad Giles  26:55

They’re all there for a reason, I’ve seen another one, which is the opportunity of the die. So anyone bringing any but you know, like what these things are designed to speed up the business to free up, as we said earlier, about an hour a day, they’re designed to align the team bring everyone together into this regular pulse. Also, they heal relationships, they if you’ve got two team members that are there, who maybe had a bit of a conflict or a bit of an issue, by virtue of the fact they’ve got to come together and share these three items, it can heal relationships over time, in a way that you may not anticipate.

Kevin Lawrence  27:42

And it also creates some psychological safety because you’re feeling tighter and emotionally connected with these people. And it reminds you that your team and you feel more like a team by sharing, especially for sharing the stuff that’s going well and the stuff that’s not going well. And at the end of the day, we’re humans and we’re part of a tribe, right. And we like to be part of a tribe and it connects people in a way where things flow much more quickly. And if you want to speed up something in your company, have a daily meeting, the daily meeting moves things quicker, because of the relationship and the trust. And all those other ingredients just move things along. It’s very, very, very, very hard.

Brad Giles  28:25

I think it’s important to also make a note that the leaders should take a backseat in the daily huddle, they should be just a participant, and you want to get someone who’s very well organized, is going to you know, yell out it’s time for the huddle, when the time pops up, is going to get people organized. Like it’s the leaders role is participant only in the daily huddle. It’s not to be the organizer.

Kevin Lawrence  28:54

I think it’s very effective when that happens. And because that person it needs to be run, like you’re gonna dry and not and please like I’ve seen the Oh, everyone takes a turn running the daily huddle. That generally isn’t a great thing. Running meetings is a skill not not not something that everyone gets, you could do that. It just know that it’s very dangerous, because a lot of people can’t run them well. And a week of poorly run meetings can become very, very painful.

Brad Giles  29:22

Yeah, I guess you know, a couple of other things is you want status, not solutions, because what always happens in daily huddle, someone says, oh, look, you know, I have you thought about doing this, or have you tried that?

Brad Giles  29:51

It’s only status…

Kevin Lawrence  29:53

unless the building is on fire. The Answer is Okay, excellent, Jack and Federico, could you talk about that afterwards and come back and see me or bring it to tomorrow’s meeting you, you notice someone’s going to deal with it, but it ain’t happening now. That’s either on their own time or after the meeting. So you don’t bore everyone else with the details. They just don’t need to know.

Brad Giles  30:23

Yeah, yeah. Because they don’t need to know it. They need to know the status. So think of it like a, you know, a verbal dashboard, if you will, of the team. And someone needs to be accountable to tell people, okay, can you guys take it offline? Someone needs to keep that flow path.

Kevin Lawrence  30:43

And that’s the person that drives the media need to be good at, hey, can you do that offline? Hey, can you do that tomorrow? Hey, do you want to stay for a few minutes after and protecting it? So you stay to the 10 minutes? Yeah, another couple of key things too, is that standing up, when you stand up, things happen faster, specially if you’re in a meeting where you sit down in a chair, and you relax. And by the way, it’s also a great technique to end a phone call. If you’re on a phone with a long talker, and they won’t, he can’t get off the phone, if you actually stand up, it’s easier to end the call. Because it changes your energy, your energy, you actually get more energetic when you stand. A couple other things is using a timer. Special when you get going, you need to use a timer and onto the timer. And if you’re aiming for 10 minutes, you might set it for nine and then you got to buffer. When we run meetings and we’re tight on time the timers are magic. And then the final thing is that the person leading the meeting needs to be prepared. This is take a couple minutes to get themselves organized. And that’s a basic for meetings. But it applies to this one too.

Brad Giles  31:52

But it’s okay. For to your earlier point. I think it’s okay to make a quick comment that people can dial in by phone or zoom as well to daily huddle. Just because we work in a remote world. Nowadays, there’s no reason that you can have daily holes. I’ve got many teams that I work with that do daily huddles at the same time. And it’s just a dial in meeting.

Kevin Lawrence  32:16

Yeah, people just dial in. Actually, in many cases, it’s more efficient than even again, depends on your company and your structure. Just to kind of wrap up, I’ll share a quote from a CEO worked with Vancouver. His name was Roger Hardy. And he built a company called Kosta contacts. And when I interviewed him for the scaling up book, we talked about the huddles, and he said, you know, he said, Kevin, it’s like brushing my teeth. You know, it’s one of these things, if you know, I don’t realize how important it is until I miss a day. Yeah. And he said, For him, it was just a basic of how he run his business. He could be in sync with his executive team who were in sync with their teams. And it just, it allowed him in 10 minutes a day to do his job really, really well. And when he didn’t do it, it he felt like he was disconnected from the business. It was a big, big gap.

Brad Giles  33:07

Yeah. Yeah. Good stuff. Good stuff. Well, do you want to move to wrap it up?

Kevin Lawrence  33:14

Let’s do that. So the idea here is that basically, it’s seven to 12 minutes, ideally, under 10 minutes is a good rule of thumb, leave yourself a little buffer there, to get everyone on track and focus for the day, and the whole team in sync with the intent of getting things to move along faster. Because we’re all in absolute harmony and walking lockstep with each other. Again, it’s not rocket science, when things get weird. We intuitively think that we should have a daily meeting to get things back on track. We’re just doing it practically. And Brad, you want to roll through the agenda?

Brad Giles  33:50

So we begin it’s three questions, make it simple, make it short, make it a status update. So the first one is, what’s up two words, what’s up, status update for you, your role, your area, daily metric, we spoke about the numbers that you need to bring in how there’s different variations that you can do on that depending on your role. And then where are you stuck, everyone gets stuck. If you’re not stuck, then you probably might not be doing work. If you keep not getting stuck regularly, until everyone gets stuck and unsure. You can get a leaf pass once in a while, but everyone gets stuck. So with that very simple agenda that kind of rounds out what we’ve got to do. There are other things you can do in there. But you know, exercise caution when you’re bringing things in because the absolute, the absolute is you’ve got to keep it under 10 to 12 minutes. And so yeah, that’s kind of where we’re at. We went through those other things. So with that, let’s move to close Kev. This has been the daily huddle this round. At the meeting rhythm, the series that we’ve done over the past few weeks, again, and you will quarterly monthly, weekly, and then and then daily. And this is the essence of really a great execution foundation.

Kevin Lawrence  35:15

You can do this yeah. And in this case, you know, we’re looking at it’s 10 minutes a day with your team to be in sync and focused and flushing out obstacles, weekly 60 to 90 minutes to focus and reset around the company goals. You’re trying to achieve that quarter, monthly, a half a day to a day to dig deeper on strategy, get in sync around some education and become a more capable team. Quarterly reset, review how you performed, reset your goals for the next 90 days. And then annually, zoom out and look at the whole thing. Look at your strategy and all of your pieces of what you’re doing. And the daily is that you know, that foundational piece that you’re going to do a couple 100 times a year that helps you to be more successful. So thank you guys for listening today. This has been the growth whisperers podcast with Brad Giles and Kevin Lawrence. For the YouTube version or the video version, go to youtube.com Look for the growth whispers and to subscribe to our newsletters individually, or contact either one of us you can reach Brad at evolution partners.com.au and Kevin at Lawrence and co.com. Have a wonderful week.