Chapter 1: What separates average teams from high-performing ones?
Everything we do, we do to meet our needs. And so if ego is a concern or an issue, and it was definitely with me when I was younger, and I still have ego, absolutely, no doubt about it. Everybody has ego. I was meeting my needs in a disempowering way. Meaning what that looked like for me was I needed control. Whenever I felt out of control, I needed to get back control.
And that would come out in judgment or anger or frustration. And so spend some time really searching like where is ego coming from?
Chapter 2: How can leaders identify true A-players during hiring?
Welcome to the Duane Kerrigan Podcast, and I'm your host, Duane Kerrigan. With 35 years in business and close to 30 ventures across 12 industries, I've seen a lot. Amid the celebrity allure of entrepreneurship, many exceptional entrepreneurs remain shadowed. Here, I team up with these hidden talents to unveil their challenges and successes.
Dive in with me to unearth entrepreneurial gems, learn from our experiences, and get educated. Thanks, welcome guys for being here, appreciate you. Today, we wanted to do a session on building high performance teams. That's our outcome for today is to just go through some thoughts. And here's why I think it's so important.
This is why I chose high performance teams to talk about of all the things that we could talk about. There's absolutely a business case for building high performance teams.
Chapter 3: What role does onboarding play in team performance?
Did some research. 32% of employees in the US consider themselves not engaged in their company. It's actually 21% globally, which actually shocked the hell out of me. 86% of people decide in six months how long they'll stay with the company they're at. 20% leave within 45 days. Strong onboarding improves retention by 82%. Increased productivity by 70%.
Chapter 4: How can continuous coaching improve team dynamics?
And it improves first year retention by 50%. I think it is.
Chapter 5: How do you measure and document standard operating procedures (SOPs)?
Yeah. And so 12% of employees give a check mark or a thumbs up to onboarding. So there's a big gap in a lot of companies across North America in their onboarding processes and techniques. So we'll talk a little bit about that today or a lot about that today. 36% of companies have no real structure when it comes to hiring and recruiting and onboarding and training their people.
And manager involvement, when there is a manager involvement, 70% higher engagement with employees.
Chapter 6: What are the psychological patterns affecting team performance?
All those are really, really good reasons for us to be focusing on recruiting. And we'll talk a lot about this and we're going to open this up for some conversation and some questions and answers near the end. But I think that here's the other piece that, and you know, many of you guys know that I
talk a lot about and spend a lot of time on the involvement and the tsunami that I've been referring it to as the word of AI and what may come. And that seems to be happening faster and faster as technology is advancing and AI is advancing and we could serve learning for these large language models are starting to take hold.
And so really, there's the past business case, which I just laid out, but there's the future business case, what I would say people case more than anything, which is making sure that we're working with people to ensure that...
Chapter 7: What are the traits of high performers in a team?
They are thinking at a higher level because we need better people, different levels of thinking in order to integrate and work alongside with AI. That is going to be the next generation. And so if not for anything, our own self-preservation, whether it's from our competitors, whether it's from people in the marketplace, whether developing our people
to ensure that we can forge forward with this new evolution and or revolution of AI, I think this is going to play out in a significant way in the future. Without further ado, we'll kind of get moving with this.
Chapter 8: How can leaders manage low-performing team members effectively?
So last night I was doing a lot of thinking on creating some of this content. What did I want to talk to you guys about? But hiring and retaining A players, this is really the beginning, the process. It's like if we're looking for an A player, what are some of the things that we need to consider
As we go through the search onboarding process, and the first thing to me was, I actually didn't have this as the first thing, but last night at about 12 midnight, I added it. And it's really about having absolute clarity on the role that you're recruiting for.
I know for me, I have made a large amount of mistakes in really being crystal clear on exactly what it is that I'm looking for inside this role. You know, what are the skill sets? What's the culture? What's the Do I want them working remote, some remote, not remote? And these are things that I've found in the past I've settled. I've got this checklist of 10 things.
And then I find somebody that either I really like, I think would be a culture fit, would be a skill fit or whatever it looks like. And then I start to modify my checklist or make exceptions in order for them to kind of fit
into the role so and then that also gets leveraged based on how difficult it is to actually find the person if you're looking to fill a role and the role's been open for three months let's face it we all get a little bit desperate or a little bit hinky on having an open spot and it puts a lot of pressure on the team and so we want to be able to resolve that for them and so i think it's really really really important to have absolute clarity on the role
before you move on. I think the second one here is interview intensely. What does that mean? If we don't have clarity on the role, then we go into an interview process. And that process can get a little bit lax, especially based on our desperation. And oftentimes, we don't have a drawer full of resumes of people that we've been interviewing ongoing.
waiting for an opportunity, finding the right person. I think that this is an important management skillset and leader skillset where you carve some time out of your week or month where you're just doing religious structure of and rituals of hiring and recruiting people.
So even if you're not looking for somebody, whether it's in a sales organization, whether it's in a production organization, a consulting or coaching environment, you're always looking for that person. And I've always found that there's always room for good people in a company, always being out for the lookout.
And if your business is growing, you definitely need to be doing this on a regular basis. So having that ritual of whether it's just one interview a month, that's 12 interviews a year, that can make the difference when you have either a key player that leaves or you have growth and require a key player to help you elevate. your business and take some of the pressure off.
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