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First, Break All the Rules Pt. 2: Define the Right Outcomes

In our second installment of FBATR, Jason and Brad talk about the second Key: Defining the Right Outcomes. What does it mean to define the right outcomes and how do you get your team to follow through to achieve those outcomes? Watch below for Jason’s and Brad’s insights, and let us know in the comments how you balance setting and maintaining standards with being flexible with the individuality of each team member.


2 Responses

  1. Carol mcgimpsey says:

    I agree with the we gotta make mistakes to learn from and also to be able to teach from. We should not miss opportunities to give and receive feedback/ input from each other. One thing I have said ( started with my children long long ago) is that we don’t make mistakes, we make corrections. It’s only a mistake if we can’t talk through it and work it out to get it fixed. One of the best ways I have found to promote/ create ownership in the rooms is by empowering the game masters from everything to cleanliness to print collateral. We are all responsible for that, but them knowing that they can replace something in the room without penalty (if that’s the right word). They start to take ownership of the quality that’s expected in the room and therefore the games are always run at high standards. Also I’m not the only person holding them accountable, we all hold each other accountable and we have such a relationship that it’s acceptable to let one another know, hey last night xyz didn’t look so great, next time can you vacuum before you leave or whatever it is, not the typical day shift vs night shift drama at other locations, just reminders to one another and that accountability helps to Foster that ownership.
    Thanks so much for these segments I really do enjoy them, reading is not my thing but I can do discussion all day.

  2. Alyssa Hardinger says:

    I’ve found that I tend to balance our standards with creativity in my employees by first creating a great relationship with them. While I may be their boss, I learned it’s a lot easier to want to do your job well if you have a boss that supports you in all aspects of your life, not just work (shoutout to Brian for being the best manager to learn under). If you’re comfortable with an employee, it makes the coaching conversations less stressful and any feedback given is received with the knowledge that it is for their own personal development. I’ve heard one of my ASM’s say they never want to disappoint me – that’s not because I strike fear, but rather because they see the hard work I put in and feel ownership and pride in knowing I trust them to help out (delegating was not a strength of mine, but it is something I have been getting a lot better at). Switching from the “do it my way” mentally to stepping back and letting my employees learn under my supervision has led to some employees I would trust with me life. I also make it clear that any sort of extra things (like helping out with a new project ) or anything above typical game master duties are things that everyone can do once those basics are mastered. While I would love to see my team work together on some creative projects, I first need to know I can trust them to meet the minimum expectations. We have a culture where all employees feel comfortable sharing (with me, at least) when something is not to standards, and in most cases, it’s just a lack of understanding and something that is easily improved upon by a quick talk. Since assigning a game lead to all 6 rooms, I’ve noticed that clues are replaced quicker, the rooms are cleaner, and everyone seems to feel pride at knowing they are helping in some major ways. Obviously I can’t always know what’s going on, but I know I have a team that is constantly striving to be the best.

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