Chad Silverstein says most teams fail because people won't call out underperformers, especially across hierarchy. High performers need to hold themselves to brutal standards first. That credibility is what lets them address conflict without it blowing up.
Chapters
The number one problem I see on teams, I hear it in every team practice, is the fear and insecurity of calling people out. The fear and insecurity of having to address conflict with someone who's not performing, not holding up their end of the bargain, not, you know, performing at a level that is at least meeting the standard bar. And it's hard for people to call people out, especially if they're not in a position, whether it be due to hierarchy or management that they feel like it's their place to say anything. But if you're a high performer, obviously you have to be focused on one thing and one thing only first, and which is you. And that means you got to be hard on yourself, and you have to make sure that anything that you're calling anyone else out for, that you're calling yourself out first. High performers, they do that. They do it before anyone else has to do it.