All right, so let's face it, getting other people to do what you want is already 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 to everyone? Welcome back to the game 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. 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 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. Um, 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 the above.

And by framing it that way, it completely shifts the whole vibe of the conversation. 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

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