The Evil of Daily Huddle with Ged and Milan

Welcome back to CardCast! Today, we’re going to be talking about The Evil of Daily Huddle.

The daily huddle often meets immediate resistance—people don’t want to do it. A daily huddle isn’t about adding meetings; it’s about creating a shared execution rhythm.

What makes it feel “evil” to some is the accountability it introduces: when people say what they’ll do and are asked about it the next day, transparency becomes unavoidable, and patterns quickly emerge.

Beyond accountability, daily huddles deliver powerful compounding benefits. They strengthen team cohesion, dramatically improve communication efficiency, and reduce constant interruptions by making priorities visible upfront.

An effective daily huddle is short, held at an odd time, and tightly structured. The agenda is simple: good news, what was completed yesterday, the single most important priority for today, and any blockers or needs for help. Problems aren’t solved in the huddle; they’re identified and handled afterward, keeping the meeting fast and focused.

When practiced consistently, daily huddles become one of the highest-return leadership habits available, and if someone isn’t willing to commit to them, it’s usually not because huddles don’t work, but because accountability makes them uncomfortable.

Key-Card points:
The daily huddle feels “evil” because it creates unavoidable accountability
Daily huddles expose the say–do ratio
When teams check in daily, the truth has nowhere to hide
Huddles are short, structured, and focused
Purpose matters more than format

Links & Resources
Veverka.ca
Crystalyzer.com


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