Knowledge Base · Communication
How do I run a daily team huddle?
A daily huddle is a short, high-energy stand-up meeting, at the same time each day, lasting no more than 15 minutes. Review key metrics, go round the team on yesterday, today and obstacles, then assign each obstacle an owner and a report-back time. Solve complex problems after the huddle, not inside it.
Chapter 2 calls the daily huddle the heartbeat of a continuous improvement team, and is clear about what it is not: it is not just another status update meeting. Its goal is a predictable rhythm for communication and rapid, team-based problem-solving, so problems are brought into the light quickly instead of festering in someone's inbox. Consistency builds trust and transparency.
- Gather the team standing, in a circle or in front of the huddle board. Standing keeps the energy up and the meeting brief.
- Review key metrics: how did we do yesterday, and are we on track to meet our goals?
- Go round the circle. Each person answers: what did I accomplish yesterday, what is my main focus today, and what obstacles are slowing me down?
- Focus on obstacles: decide who will own getting each one resolved and when they will report back.
The discipline is in step four. The huddle is for identifying problems, not solving complex ones. The leader facilitates a quick decision on ownership, and the actual problem-solving happens after the huddle, with the right people. That keeps 15 minutes feeling useful rather than rushed, and gives every obstacle a name and a deadline before the day begins.
Related questions
- What is a huddle board, and how do I set one up?
- Why is communication called the oil of continuous improvement?
- What is intentional silence, and why would a leader use it?
Source: Continuous Improvement in the Workplace, Ch. 2 (Effective Communication for CI).