Why 90% of Business Teams Fail, And What to Do About It

Military and police leadership taught Chris the value of learning from both the best and worst leaders—and applying those lessons to business.

Elite teams are built by curating the right people, not trying to “fix” the wrong ones.

Commitment is key: employees should symbolically “re-enlist” every 90 days to stay aligned with company goals.

Healthy conflict is essential; if team members can’t speak the truth, accountability and results will collapse.

Hiring should focus on slow-to-hire, quick-to-fire practices, supported by assessments that ensure cultural and role fit.

Chris’ “three winners, three losers” framework highlights how keeping the wrong people hurts individuals, teams, and future opportunities.

Middle managers (sergeants) are critical bridges between leadership and frontline teams; they must be empowered to hire and fire.

Moving goalposts erode accountability—leaders must set clear deal breakers and stick to them.

Compensation should reflect high expectations: hire in the 75th percentile, expect 90th percentile performance.

Always be recruiting—maintain a pipeline of talent by networking, even with competitors’ top performers.

New hires provide fresh perspectives; leaders should actively solicit feedback in their first weeks.