Great management isn’t about control—it’s about clarity, support, and motivation. Over the years, I’ve studied and successfully implemented some of the best management practices from modern business and leadership experts Alex & Leila Hormozi, Daniel Pink, Kim Scott, Jocko Willink, Daniel Coyle, and others.

This guide pulls together proven strategies into a practical framework for leading high-performing teams.

What You’ll Learn:

✔️ Why employees don’t do what you ask & how to fix it

✔️ The 3 pillars of great management: expectations, training, and motivation

✔️ How to give feedback & improve performance

✔️ How to structure meetings & goal-setting for success

✔️ How to build a culture of trust, ownership, and innovation

1. FOUNDATIONAL PILLARS OF GREAT MANAGEMENT

(Alex & Leila Hormozi's Framework)

Many managers assume underperformance is due to laziness or lack of effort, but most of the time, that’s not the case.

There are 3 reasons why employees struggle:

1 - They don’t know you expect it → Set clear expectations, repeat them, and document them.

2 - They don’t know how → Solution: Provide clear training & guidance.

3 - They aren’t motivated → Solution: Align tasks with what drives them (see section on motivation).

Key Takeaway: Your role as a manager is to ensure employees have clear expectations, are trained, and motivated.

The 3 Pillars of Great Management:

1. Clear Communication & Psychological Safety

(Alex Hormozi, Kim Scott, Google’s Project Aristotle, The Culture Code)

Most performance issues aren’t due to lack of effort, but lack of clarity or fear of speaking up. Google’s Project Aristotle found that psychological safety—where employees feel safe to ask questions and admit mistakes—is the #1 factor of high-performing teams.

How to Apply:

>> Set clear, documented expectations in writing.

>> Explain the "why" behind tasks—people perform better when they understand their impact.

>> Encourage open dialogue—if employees feel judged, they won’t ask questions.

>> Frame mistakes as learning opportunities instead of punishments.

Example:

>> Instead of saying: "Update the CRM daily."

>> Say: "When you input detailed lead info, it helps Kathy onboard residents, supports Candice in marketing, and allows Craig in asset management to forecast for the month. It also helps you by pre-qualifying better leads, which means more commission for you. Sound fair?"

People do what they believe is important—reinforce expectations consistently and explain why they matter.

2. Strong Training & Support

(Leila Hormozi, The Culture Code)

Training isn’t about telling—it’s about showing and reinforcing. Strong teams don’t just execute tasks—they understand and own them.

How to Apply:

>> Walk employees through exactly how to complete tasks—don’t assume they already know.

>> Provide structured feedback loops so employees can self-correct.

>> Ask employees for input on improving training—this builds buy-in and ownership.

>> Use “I need your help” as a leadership phrase—this makes people feel valued.

Key Takeaway: If employees aren’t performing as expected, ask yourself—have you provided enough training, feedback, and tools for them to succeed?

3. Motivation & Engagement

(Daniel Pink’s Drive, The Culture Code’s Belonging Cues)

If employees are trained and clear on expectations but still aren’t performing, the issue is likely motivation.

Daniel Pink’s research in Drive found that the most engaged employees have:

1 - Autonomy – The ability to control their work.

2 - Mastery – The ability to improve at something that matters.

3 - Purpose – The ability to contribute to something bigger.

How to Apply:

>> Give ownership over work instead of micromanaging.

>> Create growth opportunities—when employees stop growing, they disengage.

>> Reinforce belonging cues—signals that employees are valued and part of something bigger.

Key Takeaway: Money alone doesn’t drive long-term engagement. Employees need ownership, growth, and purpose to stay motivated.

2. ADDRESSING UNDERPERFORMANCE & GIVING FEEDBACK THAT WORKS

(Alex Hormozi, Kim Scott’s Radical Candor, The Culture Code)

When an employee is struggling, don’t assume it’s a motivation issue—diagnose the problem.

How to Have the Conversation:

1 - "Hey [Name], I noticed your performance is slipping, which is unusual for you. What’s going on?"

(a) Did you not know I wanted you to do this? (Communication issue)

(b) Do you not know how to do it? (Training issue)

(c) Or are you not motivated to do it? (Alignment issue)

2 - If the issue persists, say: "We’ve gone over communication, training, and motivation, but the issue remains. What’s really going on?"

How to Give Feedback That Lands:

>> Care personally – Build real relationships with your team.

>> Challenge directly – Be honest and specific, but not harsh.

>> Encourage feedback from employees – Ask, "What’s something I could do better as a manager?"

As Daniel Coyle explains in The Culture Code, the best teams don’t punish mistakes—they learn from them. When addressing underperformance, managers should create a feedback loop based on curiosity, not blame. Instead of asking 'Why didn’t you do this?' try 'How can we make this easier for you to accomplish?'

>> Tool: Use this The Employee Performance Improvement Tracker anytime an employee is struggling with performance, engagement, or expectations to identify root causes, provide structured support, and track measurable progress toward improvement.

3. RUNNING PRODUCTIVE MEETINGS THAT KEEP TEAMS ALIGNED

(Alex & Leila Hormozi’s Time Management Strategies)

Meetings should support deep work—not disrupt it.

How to Structure Meetings for Maximum Productivity:

• >> Daily Standups = Tactical Alignment (15 min)

• >> Weekly Meetings = Progress & Challenges (30-45 min)

• >> Monthly Reviews = Individual Growth (1 hour)

• >> Quarterly Strategy = Long-Term Planning (2 hours)

1 - DAILY STANDUP MEETING (15 MIN)

Purpose: The Daily Standup Meeting is designed for tactical alignment, ensuring each team member is focused on the highest-impact activities that contribute to company objectives. This meeting is not for discussion but for quick updates, identifying blockers, and reinforcing accountability.

Duration: 15 minutes.

Frequency: The goal of the Daily Standup is to provide tactical alignment—not to create unnecessary meetings. Alex & Leila Hormozi emphasize that meetings should only be held as often as needed to ensure clarity, alignment, and execution. Some teams benefit from daily check-ins, while others find that 2-3 standups per week or even weekly meetings are enough. If no critical updates or blockers exist, consider skipping a meeting. Keep meetings lean, focused, and results-driven.

Agenda: 

>> What are each employee's top 3 priorities today?

>> Any blockers?

>> Quick project updates.

>> Tool: Use this Daily Standup Meeting Template to efficiently conduct standup meetings, keep your team aligned, identify blockers quickly, and ensure everyone is focused on high-impact priorities without wasting time.

2 - WEEKLY TEAM MEETING (30-45 MIN)

Purpose: The Weekly Team Meeting ensures the team is aligned on key priorities, reviews wins and challenges, and reinforces accountability. Unlike the Daily Standup, this meeting allows for deeper discussion and problem-solving on key business areas.

Duration: 30-45 minutes.

Frequency: This meeting is designed for strategic alignment, problem-solving, and prioritization. Some teams meet weekly, while others find that bi-weekly sessions are sufficient. Keep meetings lean and focused on execution.

Agenda:

>> Wins & Successes – Celebrate progress and recognize achievements.

>> Challenges & Bottlenecks – Identify blockers that need resolution.

>> Key Metrics Review – Track progress on critical KPIs.

>> Priorities for the Upcoming Week – Align focus areas for the team.

>> Action Items & Next Steps – Assign responsibilities and commitments.

>> Follow-ups from Last Week’s Meeting – Ensure past commitments are met.

>> Tool: Use this Weekly Team Meeting Template to align your team, celebrate wins, resolve challenges, and ensure a results-driven focus for the upcoming week.

3 - MONTHLY PERFORMANCE REVIEW (60 MIN)

Purpose: The Monthly Performance Review is designed to align individual and company goals, track progress on key performance metrics, identify challenges, and adjust goals or incentives as needed. Unlike weekly meetings, this session provides a deeper check-in on employee development and overall performance. It fosters growth, accountability, and open communication between managers and employees.

Duration: 60 minutes.

Frequency: This meeting should be held once a month as a structured opportunity to evaluate individual and team performance in relation to company objectives. Regular monthly reviews ensure employees receive clear feedback, coaching, and adjustments to incentives, promotions, or professional development plans as necessary.

Agenda:

>> Key Metrics Review – Evaluate individual and team performance based on relevant KPIs.

>> Employee Challenges & Opportunities – Identify roadblocks and discuss opportunities for growth.

>> Goal Alignment & Adjustments – Ensure personal and company goals remain aligned, making adjustments where needed.

>> Incentives & Performance Recognition – Adjust bonus structures, incentives, or recognition programs based on performance.

>> Employee Feedback to Manager – Provide a structured opportunity for employees to share feedback with leadership.

>> Action Items & Next Steps – Establish follow-up actions and responsibilities.

>> Tool: Use this Monthly Performance Review Template to facilitate structured, results-driven discussions that ensure clarity, accountability, and employee growth while keeping company goals on track.

4 - QUARTERLY STRATEGIC MEETING (120 MIN)

Purpose: The Quarterly Strategic Meeting is designed to set long-term goals, analyze past performance, and make major course corrections to ensure the company is on track for sustainable growth. Unlike weekly or monthly meetings, this session is focused on big-picture strategy, identifying key initiatives, and refining the company’s long-term vision.

Duration: 120 minutes.

Frequency: This meeting should be held once per quarter to evaluate overall business performance, assess key initiatives, and align the team on long-term strategy. It is a high-level planning session where leaders reflect on past results and refine priorities for the next quarter.

Agenda:

>> Review Past Quarter Performance – Analyze progress on company goals, financials, and key initiatives.

>> Identify Key Initiatives for the Next Quarter – Define the projects and priorities that will drive growth.

>> Assess Challenges & Opportunities – Address major obstacles and explore opportunities for improvement.

>> Align on Long-Term Vision – Ensure the team is unified in direction and strategy.

>> Adjust Strategies & Resource Allocation – Make necessary shifts in focus, budget, or personnel to optimize execution.

>> Action Plan & Next Steps – Establish clear next steps and accountability for execution.

>> Tool: Use this Quarterly Strategic Meeting Template to conduct focused, high-level planning sessions that align your team on key priorities, refine strategy, and drive meaningful progress toward long-term business objectives.

Recommended Naming & Saving Convention For Meeting Notes:

To keep meeting notes organized and easily accessible, create a dedicated Google Drive (or other cloud storage) folder for each department’s standup meetings. For each new meeting, create/save a new file using the following naming convention:

MM.DD.YY - Meeting Type - Department Name

Example: “2.28.25 - Daily Standup Meeting - Finance Dept”

This structure ensures all notes are timestamped, easy to locate, and properly archived for future reference.

4. GOAL SETTING FOR HIGH PERFORMANCE

(Alex Hormozi’s 4-Step Framework)

Great businesses don’t just set goals—they set goals that drive results. Alex Hormozi’s goal-setting framework ensures that every goal is practical, measurable, and directly tied to business growth. This approach eliminates vague aspirations and focuses on clear execution, tracking, and iteration.

How to Set High-Impact Goals (4-Step Process):

1 - What problem are we solving?

2 - What’s our hypothesis? (If this, then that)

3 - Did we do it? (Track execution)

4 - Did it work? (Measure outcomes & iterate)

Key Takeaway: Every goal should be deeply connected to the business’s bigger vision. Employees are more engaged when they see how their work directly contributes to success. By applying this structured approach to goal-setting, you ensure that every goal is not just a hopeful target but a proven driver of business success.

>> Tool: Use this Goal-Setting Template to define clear, measurable objectives, track execution, and iterate based on real outcomes—ensuring every goal directly drives business growth and team success.

5. THE NEW ERA OF MANAGEMENT: OWNERSHIP, TRUST & GROWTH

(Jocko Willink, Adam Grant, Google’s Project Aristotle, The Culture Code)

The old-school corporate management model—built on micromanagement, rigid hierarchies, and fear-based leadership—is dead. The best leaders today aren’t just managers; they are facilitators of growth, trust, and ownership.

The most successful teams operate with autonomy, psychological safety, and a deep sense of purpose. Below are four key principles that define modern, high-impact leadership and how to implement them effectively.

>> EXTREME OWNERSHIP – Take Full Responsibility for Your Team’s Performance

(Jocko Willink – Extreme Ownership)

The fundamental rule of leadership is that everything is your responsibility—the success, failures, and challenges of your team all start and end with you. Jocko Willink, former Navy SEAL and leadership expert, defines Extreme Ownership as:

What it Means:

>> Leaders never blame employees for mistakes—they take responsibility for the system, training, or communication breakdowns that led to the mistake.

>> If someone on your team fails, ask yourself: Did I give them the tools, clarity, and support they needed?

>> Leaders model accountability—when you own mistakes, employees are more likely to do the same.

How to Apply:

>> When a mistake happens, own it, analyze it, and fix the system—instead of blaming people.

>> Give clear guidance and make sure employees understand expectations.

>> Foster a "no-excuses" culture—where both leaders and employees focus on solutions, not blame.

Key Takeaway: When leaders take full ownership, it creates a culture of accountability and continuous improvement.

>> PREVENT BURNOUT – Recognize the Signs Before Disengagement Happens

(Adam Grant, Harvard Business Review)

Modern workplaces demand more from employees than ever before, but great managers recognize that sustained high performance requires balance.

Why Burnout Happens:

>> Workload Misalignment – Employees feel overworked and undervalued.

>> Lack of Progress – When employees don’t see results from their efforts, they lose motivation.

>> Unclear Expectations – Constant shifting priorities create stress and frustration.

How to Prevent Burnout:

>> Encourage time blocking – Employees should have uninterrupted time for deep work.

>> Check-in regularly – Don’t wait until an employee is visibly struggling to offer support.

>> Celebrate progress, not just outcomes – Recognizing small wins helps employees stay engaged.

>> Encourage breaks & recovery – High performers need structured downtime to sustain success.

Key Takeaway: Teams that balance performance with recovery produce better long-term results.

>> BUILD PSYCHOLOGICAL SAFETY – Create a Culture Where It’s Safe to Take Risks

(Google’s Project Aristotle, The Culture Code)

Google’s Project Aristotle study found that the #1 predictor of high-performing teams is Psychological Safety—where employees feel safe to take risks, admit mistakes, and share ideas without fear of embarrassment or punishment.

Why it Matters:

>> When employees don’t feel safe, they withhold ideas, concerns, and feedback.

>> When teams operate in fear, they default to playing it safe instead of innovating.

>> Psychological safety leads to better problem-solving, collaboration, and trust.

How to Build It:

>> Encourage honest feedback—Ask, "What’s something I could do better as a manager?"

>> Respond to mistakes with curiosity, not blame—Instead of "Why did this happen?", ask "How can we improve our process?"

>> Publicly acknowledge when you don’t have all the answers—Vulnerability builds trust.

>> Foster a "yes, and" culture—Instead of shutting down ideas, build on them.

Key Takeaway: The best teams don’t punish mistakes; they learn from them.

>> CREATE PURPOSE & BELONGING – The Secret to Long-Term Team Success

(The Culture Code – Daniel Coyle)

Why Belonging & Purpose Matter:

>> People don’t just work for a paycheck—they want to feel part of something meaningful.

>> Belonging cues (subtle reinforcements that signal "You are valued here") create stronger, more engaged teams.

>> Teams that feel a deep connection to their mission perform better over time.

How to Apply It:

>> Tie every task back to the bigger mission – “This isn’t just a report—this helps us make better decisions that impact everyone.”

>> Use "we" language instead of "I" or "you" – “We are working toward a solution together.”

>> Celebrate team wins publicly – Reinforce the idea that everyone’s contribution matters.

Key Takeaway: When employees feel connected to a bigger mission, they perform at their best.

FINAL CHALLENGE: TAKE ACTION TODAY

Great leadership isn’t about theory—it’s about action. Pick one strategy from this playbook and implement it this week. Small, consistent improvements create massive results.

Ask Yourself:

>> Do I model extreme ownership? (Jocko Willink – Extreme Ownership)

>> Am I preventing burnout in my team? (Adam Grant – Think Again, Harvard Business Review research on workplace well-being)

>> Do my employees feel safe to take risks? (Google’s Project Aristotle – Psychological Safety)

>> Have I reinforced a sense of belonging and purpose? (Daniel Coyle – The Culture Code)

>> Note: The best leaders don’t just manage—they coach, mentor, and inspire. They create environments where people do their best work, grow, and thrive. Leadership isn’t about perfection—it’s about continuous improvement.

To support you on this journey, I’ve created one final tool to help you stay accountable and drive lasting impact.

THE ULTIMATE MANAGEMENT TRACKING TOOL

Track. Improve. Lead More Effectively.

>> Tool: Use this Management Tracker to monitor and track both your own leadership performance and your employees’ progress in one simple, easy-to-use place.

This tool provides a structured monthly check-in to help managers:

>> Assess their own leadership effectiveness across key areas like communication, training, and employee engagement.

>> Track individual employee performance, motivators, and development needs for more personalized management.

>> Identify trends, challenges, and areas for improvement—both in leadership and within the team.

Great leaders measure what matters. By using this tracker consistently, you’ll stay accountable, drive employee growth, and ensure you’re leading your team in the most effective way possible.

ADDITIONAL BOOKS & RESOURCES TO DIVE DEEPER

1 - Extreme Ownership – Jocko Willink & Leif Babin - Master the mindset of full accountability—great leaders take ownership of everything in their world.

2 - The Culture Code – Daniel Coyle - Learn how the best teams create deep trust, belonging, and purpose through effective leadership and communication.

3 - Drive – Daniel Pink - Understand the three real motivators of people—Autonomy, Mastery, and Purpose—and how to build a high-engagement team.

4 - Think Again – Adam Grant - Develop the ability to rethink leadership assumptions, challenge biases, and create a culture of learning and adaptability.

5 - Radical Candor – Kim Scott - Give feedback that is both direct and caring, helping employees grow while maintaining a culture of trust.

6 - The Lean Startup – Eric Ries - Learn how to apply iterative testing and rapid experimentation to business strategy and execution.

7 - Measure What Matters – John Doerr - Learn the OKR (Objectives and Key Results) framework used by Google and other top-performing organizations.

8 - The Game w/ Alex Hormozi [Podcast] – Practical, no-nonsense business growth strategies from one of the best business minds and successful entrepreneurs of our time—on his way to becoming a billionaire by age 35 solely by growing and scaling businesses.

LOOKING FOR HELP? LET’S TALK!

Great leadership isn’t about theory—it’s about action. The best managers set clear expectations, develop strong teams, and create cultures of ownership and accountability.

We help businesses implement proven leadership strategies that drive growth, engagement, and long-term success.

📧 Reach out today at chip@creatorsignite.com to explore how we can help you build high-performing teams and transform the way you lead.

🔥 Let’s build teams that thrive!