Short motivational talk by Chad Silverstein encouraging team members to 'fight' for performance improvements—framed as constructive conflict to improve processes. He urges speaking up, acting like a leader before being one, sharing ideas methodically and respectfully, and emphasizes high performers over-deliver and advocate for solutions rather than arguing to win.
Chapters
We used to tee up fights in our team practices, fights for performance. It was never a fight to prove a point. It was always a fight to try to make things better, try to improve whatever process or contest or, you know, operation, whatever it is that we were working on. And giving people that freedom and that trust to fight for what they believe in. And the amount of information and true colors just come out when you let people know that there's a safe place to like, you know, fight for what you believe in. And I really encourage that on my team. I think fighting for performance related issues is important, especially if you work for someone and you're not the authority figure. You have to be able to fight for what you believe in and show your authority figure, whether that's your direct reports or that's, you know, the owner of the company. You know what it is that you think, how to solve a problem, how to provide a solution. No one else is doing it and someone's got to step up. And I always say you have to act like a leader if you want to be a leader. And one of the ways that you can do that, if you're pursuing any type of a leadership path, is speak and tell people what you're thinking. And when you have an idea, share it and be methodical about it and how you share it. But you don't want to make people feel bad about not doing your idea and you don't want to make them feel like an idiot. So there is a way to deliver it for sure. But overall, the most important thing is that you actually speak your mind. You share what you are thinking and just know that you're in the minority when you're doing that. But it is a way to put yourself in the eyes of leadership. When people are doing things, they're not asked to do it. They go above and beyond, they exceed expectations, they over deliver. And these are what high performers do. And they fight for performance, they fight for performance related issues and they never fight to prove a point.
