From Observing to Owning: A New Generation’s Perspective on Leading Huddles
November 7, 2025 – Mark McKenzie and Andrew Martyn, SISU Consulting Group
At SISU Consulting Group, we believe that systems exist not only to manage work but to develop people. This belief came to life when Andrew, a Gen Z worker with no previous knowledge of daily management systems, joined our team. Instead of asking him to quietly observe our daily huddles, we gave him the responsibility to lead them. What began as a way to “get the reps in” quickly turned into something more meaningful: a developmental experience for Andrew and a reminder for us, as leaders, that huddles are not only about alignment and accountability—they are about connection, recognition, and improvement.
Turning a System Into an Experience
Too often, huddles risk becoming functional but lifeless—check-ins that feel like chores rather than moments of value. However, when someone new is entrusted to lead, the perspective changes. Andrew didn’t see the huddle as merely a system to execute; rather, he recognized it as an experience to shape.
Such a mindset shift matters. A huddle is the most powerful when it becomes the best part of the day: a time to align priorities, recognize contributions, surface obstacles, and renew commitment to both the work and one another. By asking Andrew to own the process, we invited him to see and create that experience firsthand.
This approach reflects several Shingo Principles:
Lead with Humility: Our team trusted a new member to guide us. This created psychological safety and modeled the belief that everyone has value to contribute.
Respect Every Individual: Instead of treating Andrew as an observer, we gave him responsibility. This act of respect accelerated his learning and deepened his engagement.
Focus on Process: The emphasis wasn’t on being “perfect” but on following a defined process, experimenting, and continuously improving.
Seek Perfection: Just as a racetrack driver chases the perfect lap, we continue to challenge ourselves to continually refine the huddle experience.
Create Value for the Customer: A well-run huddle ensures that the team is aligned, issues are escalated, and improvements are made, which ultimately improves the experience for those we serve.
Working with Andrew
From the start, Andrew’s willingness to learn and openness to feedback stood out. Working alongside Andrew was both energizing and rewarding. His potential was immediately obvious—not just in the way he quickly learned the mechanics of a huddle but how he embraced responsibility with humility and enthusiasm. Watching his confidence grow reinforced my belief that when we trust people with meaningful roles, they rise to the challenge—and that challenging people is a way of showing them respect.
In addition to Andrew’s rapid growth, what followed was a valuable reminder of the importance of trust, humility, and respect in developing people. While Andrew’s time with us is just beginning, the lessons of ownership, teamwork, and disciplined daily practice are ones he will carry forward, not only at SISU but also as he begins his college journey this semester.
Andrew’s Perspective
The following is an article Andrew wrote about this experience. When I first read it, I was struck by how much of it felt like lessons for anyone interested in the Shingo Guiding Principles. In that sense, this newsletter is a two-for-one: Andrew’s personal reflection on leading huddles as well as a reminder to everyone of the timeless principles that make systems meaningful.
What I Learned Leading Huddles
As a new employee at SISU Consulting Group, I had a fantastic opportunity to assist in designing and implementing a “lights out” huddle for our team. The challenge was to turn what I thought was a simple morning meeting into the best moment of the team’s day.
Many organizations implement huddles in their workdays but struggle to keep teams engaged and producing the desired results. In my understanding, the purpose of a daily huddle is not only to drive results but also to collaborate, recognize the team, and encourage problem solving.
Common definitions of huddle include a brief meeting or conference, or a gathering to strategize before a task. However, this does not explain what a “lights out” huddle is. In a competitive environment, “lights out” refers to competitors that are unrivaled or performing beyond what is considered normal. We call our huddle “lights out” because we want it to be unlike any other—more productive, more energetic, and more efficient in both execution and engagement. The SISU definition of a huddle calls on each of us to arrive prepared, ready to bring forward challenges that need support, and to actively engage in solving these challenges together. While it’s a personal responsibility to act with urgency, focus, and discipline, it’s the team’s responsibility to foster trust, believe in others’ commitment, and support each individual’s progress as they drive results. Aside from work, huddles are also a chance for teams to connect and interact, supporting each other when the work gets tough and congratulating one another when work is completed.
There is no “perfect” huddle, just as on the racetrack, there is no such thing as the perfect lap. However, drivers continue to strive for this ideal, just as we always strive to improve our huddles. “Lights out” means our huddles are always changing and adapting to new people, new schedules, and new processes. This brings an air of encouragement from the team to push and support each other, and it creates a place to escalate what you need help with—and to help others.
In the following, I will share three experiences that have allowed me to recognize when a team has a great huddle.
The first occurred when I worked at a construction company. When team members showed up for work, everyone would go straight to their stations and continue to work on the previous day’s job. There was no start-up meeting, no communication on what work was getting done, no team interaction. The thought behind this was that it would create more working time because team members would not be spending time talking each morning. Although a decent idea with regard to efficiency, omitting this meeting caused significantly more inefficiency in the long run. For example, less experienced workers were left scratching their heads, trying to find work from someone more experienced. Meanwhile, the more experienced team members didn’t take the time to huddle because they had their own work to get done. This led to the less experienced workers spending hours wandering and waiting for something to do. The lack of a morning huddle also did not allow the team to converse and connect before work; while working there, I never felt connected to any of my team members. We hardly interacted and didn’t form relationships. We never encouraged each other through hard work or congratulated each other on successes. It was difficult to ask for help because everyone was independent in their work, and rather than feeling like a part of a team, team members felt used by the company. Not having a huddle also led to a lack of team accountability. Team members got away with showing up late, working slowly, and not completing work. There was also no communication about material usage, which resulted in stock running out and time being wasted while waiting for more materials.
My next huddle experience occurred while working at an electrical company. Every day before work, the team would come together to take attendance. Our supervisor would tell us what to work on for the day, and then we would disband and begin our tasks. In this case, there were good elements to the huddle as well as opportunities to improve. Having a huddle first thing in the morning prompted employees to show up on time, and we started the day with work to do. Unfortunately, most employees checked out immediately after attendance was taken because we would typically continue our work from the previous day. Nothing new was added to the morning huddle, so the team used the time to finish waking up—or sometimes even to catch up on sleep (standing up). There was no conversation among the team, and our supervisor commanded the huddle instead of guiding it.
My final huddle experience is with my team at SISU. Everyone is engaged and prepared before the huddle, timing is consistent, and the team is caring. There is an emphasis on trust to get the work done without micromanaging, which is both refreshing and motivating, as no one wants to be the person who lets the team down. There are good connections between team members, which keeps it fun while maintaining focus and fostering productivity. Moreover, although the team comprises many experienced leaders, they trust me to lead them. This provides me with opportunities to grow and have confidence in my ability to be a productive member of the team.
The combination of these experiences has helped me to better understand the difference between a great huddle and a poor huddle. First, I learned that a great huddle should not be dominated by the leader; interaction should be equally distributed among the team so that everyone participates. Keeping people “checked in” is also crucial, and the most effective way to do so is by making sure everyone is engaged. Second, covering all your topics while keeping to a defined timeline is important. Third, not everything needs to be shared. A huddle isn’t about micromanaging; it is an opportunity to focus on what matters most. Our team uses a daily huddle prep sheet to identify what is critical to accomplish, what ideas we are implementing, who should be recognized, and what help is needed. The final thing I learned is to follow the process. When you set a standard for how to run a great huddle and then follow it, it is easy to stay on track and accomplish your goals.
I will leave you will four thoughts to take back and use to improve your huddle.
- Define the purpose of your huddle. It is important to define the purpose of a huddle, including what is truly important. If the only reason you huddle is to tell people what to do and identify problems, the huddle will look very different than a huddle that is a place for a team to align, share critical updates, overcome obstacles, and continuously improve.
- Show your team what a “lights out” huddle is. As a leader, your team will look to you to set standards and drive results. If you want the huddle to be the best part of the day, it is important to help the team understand what that means and to have a mental picture of what it looks like.
- Define the experience you want your team to have in your huddle. The huddle should not be a chore to get through; rather, we strive to make it the best part of the day. Defining that “lights out” experience creates a more involved and influential setting, which encourages team members to be interactive and productive and brings out their best.
- Create standard processes for your huddle. Ask yourself what you want to cover, what order your team should follow, and how long each member has to share. Asking these questions while designing a “lights out” huddle is crucial for following an established process that your team can familiarize themselves with.
What I learned is that a “lights out” huddle isn’t about perfection—it’s about being prepared and showing up for your team. When our goals are to make the huddle the best part of our day, create the process, and ensure that each team member has an opportunity to contribute, the huddle becomes something we actually look forward to.
I would like to thank each member of my team, Mike, Jake, Mark, and Eilish, for providing me with great ideas and experience and for their to willingness to support me while I continue to learn, lead, and grow.
Lessons for Leaders
Andrew’s experience offers lessons that apply far beyond one huddle:
- Use participation in the daily management system as a development opportunity. Giving someone ownership, even in a small daily process, accelerates their growth and deepens their engagement.
- Focus on the experience, not just the function. Systems should create alignment and results but also connection and meaning.
- Engage the next generation through trust and ownership. Responsibility signals respect, builds capability, and creates purpose from the very start.
For me, the greatest lesson as Andrew’s leader was this: when we step back and give others the space to lead, we grow, too. Andrew’s growth reminds us that leadership is not about holding control—it’s about creating opportunities where others can step forward, contribute, and shine.
In addition, the best huddles aren’t simply attended—they’re created. And when leaders use systems to not only manage work but to grow people, they strengthen both capability and culture.