The 5 Reasons Your Team Isn’t Following Through | Ep 854
episodePreviously titled “The 5 Reasons Your Team Isn’t Following Through | Ep 882” — renamed by the publisher on Aug 2, 2026
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What is the STAR system and how can it help my team?
All right, so let's face it, getting other people to do what you want is arguably the most important skill because if you have that one skill, it unlocks every other skill that every other person potentially has. The problem is other people don't always do what you want them to do. So I'm going to share a five-step framework that I call the star system that you can use whether you're a business owner or you work within a business to influence other people. So let's dive into it. what's going on everyone welcome back to the game uh where we talk about making mo money so that we can eventually question the meaning of life to begin with and today i've got a fun little star system very tactical um fundamentally the thing that separates your business's growth from happening is people doing stuff that you want them to do.
And I have a little five-star system that has worked very well for me to have very direct conversations that in no way feel direct and have really, really helped a ton. And I would show this framework to every one of the people who works for you so that they know what you're going to be going through. And then it just becomes almost like a, it's just, it's just a, it's almost like an unspoken language of performance management. And so when you walk through all five of these, you can remember them very easily. And you can run through it in five seconds with a teammate who's not performing the way you want to. So with that being said, enjoy. So I want to read you a real exchange I had with an employee that wasn't performing the way I wanted him to. I said, hey, what are you doing today? And then he gave me his little rundown. And I said, I asked because I haven't felt like I've seen a lot of production from you compared to what I think you're capable of.
So I'm curious whether it's not knowing what to do, that I want you to do it, how to do it, or that something's preventing you. Or if you're not motivated to do the above. And by framing it that way, it completely shifts the whole vibe of the conversation.
How can I have effective conversations with underperforming employees?
And by adding the piece, and I think this is really key in terms of how it was framed, it's just like compared to what I believe you're capable of. So I'm basically weaving in a compliment saying, I think you're capable of more. I think your potential is significantly higher. Rather than saying, hey, you suck, I'm actually saying, hey, I think you're awesome, and I think your performance, which is separate from you as a human being, is below what I believe you're capable of. So what do we think the gap is? Is that you know that, how, what, when, or something's blocking you, or you're just not motivated. Help me help you. And from this perspective, both of you are basically attacking the problem on the same side of the table, trying to figure out how to get the person to their potential, which both of you are aligned to have happened. And I'm telling you, it's just like, imagine if I had started that being like, Hey man, you're, uh, you're, you're at your, your subpar right now. You're, you're under expectations.
Like that sounds pretty bad. Right. And that everyone's going to be defensive. They're going to be thinking it's attack on their character when it couldn't be further from the truth. And so having little frameworks like this, I've just like made life so much easier for getting people back to where you want them to be. So let's paint the scene. You say, hey, Kyle, I need you to make me that TPS report by Monday. Okay, fine. You said that. Monday comes, Kyle doesn't have the TPS report. What do you do? Now, normally it could be like, I could yell at Kyle. You'd be like, what the hell, Kyle? Whatever, right? But the thing is, is a lot of people don't confront people who work for them because they're afraid of losing influence.
Like, hey, if I bring it up, I don't want things to be weird. And so being able to have these kind of confrontational conversations and having a framework around it has made it so much easier for me to have really good conversations that don't in any way attack the other person. All right. And so thinking through this framework is how I do it.
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Chapters
6 chapters
1
What is the STAR system and how can it help my team?
0:02–2:02
2
How can I have effective conversations with underperforming employees?
2:02–6:18
3
What are the five reasons someone might not complete a task?
6:18–9:56
4
How do I ensure my team knows what is expected of them?
9:56–12:46
5
Why is clarity important in communication?
12:46–28:26
6
What role do deadlines play in team performance?
28:26–33:04