Daily Huddle agenda – Shoes of Prey
Over the past few weeks I read Reboot: probably more than you ever wanted to know about starting a global business by Jodie Fox, co-founder of Shoes of Prey.
From the book jacket:
Shoes of Prey launched in 2009. It allowed people to design their dream shoes online, get them expertly manufactured, and have them shipped to anywhere in the world within two weeks. The startup broke even at two months, hit multi-million dollar revenues in under two years, raised tens of millions in funding from top-tier investors and shipped to more than 100 countries. All the metrics pointed to huge scalability. To a huge business. To a huge success. But it didn’t succeed.
In 2018 the business failed.
And this is that story. Reboot tells the truth of what it is like to be at the helm of a global business. From the high highs of besting Karl Lagerfeld on global awards to the low lows of closing the doors on your dream, join author Jodie Fox on a raw journey as she reveals for the first time the story behind the story of fashion darling Shoes of Prey. This incredible ride will share lessons on raising capital, building a brand, finding suppliers, doing business in China and, most importantly, how to learn and grow from your successes and your mistakes and be ready every day to reboot for the next challenge.
I’ve written about Shoes of Prey before, where I discussed a video of their daily huddle. And this video from 2015 is still an example of Daily Huddle best practice.
But in Jodie’s new book, released last month, she shares the daily huddle agenda, which I’ve shared below.
“… We had a daily huddle which comprised of the following topics:
- Good news. A business win, a call-out to say thank you to a team member, or to highlight some great work or a culture code implementation, and celebrations like birthdays and work anniversaries.
- Numbers. How we were tracking to the metrics that we’d isolated and focussed on for that period of time.
- What I’m working on. Each person had a maximum of 30 seconds to call out what they’d be focussed on that day.
- Challenges. This was an opportunity to solicit help from the team on issues, mention and upcoming leave or to lay down a challenge.
As you can see, we actively sought to call out in the ‘good news’ section of our daily huddle when we saw our team delivering on the culture code. This also ensured our team had practical examples of how to implement it.”
How does this compare to your Daily Huddle agenda?
Remember, as always, if this is an example of Daily Huddle agenda best practice, how can you make this best practice work best in your business.