Brief Summary
This video presents a five-step framework, the "STAR system," designed to improve communication and influence others to achieve desired outcomes. The system addresses common roadblocks such as lack of clarity, insufficient training, unclear deadlines, and external circumstances, ultimately aiming to align individual actions with organizational goals. The framework encourages leaders to identify and address the root causes of non-performance, fostering a culture of clarity, accountability, and high performance.
- Clarity and Communication: Emphasizes the importance of clear, written communication to avoid misunderstandings and ensure everyone is on the same page.
- Training and Skill Development: Highlights the need for adequate training and breaking down complex tasks into manageable steps.
- Realistic Deadlines: Stresses the significance of setting realistic deadlines and understanding individual workloads.
- Addressing Obstacles: Focuses on identifying and removing obstacles that hinder performance.
- Motivation and Alignment: Aims to align individual motivations with organizational goals, fostering a high-performance culture.
Introduction to Influencing Others
The ability to influence others is a crucial skill that unlocks the potential of those around you. However, people don't always do what you want them to do, so a structured approach is necessary. Alex Hormozi introduces the "STAR system," a five-step framework designed to improve your ability to influence others effectively.
Step 1: Did They Know?
The first step involves ensuring the person was aware of the task. Often, a lack of follow-up can lead to the perception that the task was not important. To avoid this, document all requests in writing. This creates a clear record and ensures everyone is on the same page, preventing misunderstandings about what was asked.
Step 2: Did They Know What to Do?
Defining the task clearly in terms of behaviors or outcomes is essential. Ambiguity can lead to wasted time and effort. Being specific about the desired format and expectations can save significant time and improve efficiency. This level of clarity is increasingly important in the age of AI, where precise instructions are necessary to achieve the desired results.
Step 3: Did They Know How to Do It?
If the person knew what to do but didn't deliver, the next question is whether they knew how to do it. Training is the solution to this problem. Break down the task into smaller, trainable steps. Specificity is key; identify exactly which part of the task the person struggles with and provide targeted training. Document, demonstrate, and then have the person duplicate the process to ensure skill transfer.
Step 4: Did They Know When to Do It By?
Knowing when the task needs to be completed is crucial. Use deadlines effectively by pushing for end-of-day completion whenever possible. Understand the person's workload by asking how long the task will take and what other commitments they have. This approach allows for better workload management and faster organizational speed.
Step 5: Circumstances
The final step involves identifying any circumstances that might be blocking the person from completing the task. This could include other conflicting priorities or lack of necessary resources. It's important to address the first four steps before considering circumstances to avoid excuses. Evaluate whether the circumstances are legitimate obstacles or signs of a lack of initiative.
Motivation and Reframing
Motivation is key, and it often involves changing the relative value of an outcome. Align the task with the person's goals and motivations. Reframe challenges as skill deficiencies that can be overcome. If someone consistently lacks motivation, it may be a sign that they are not the right fit for the role.
Strategic Perspective and Challenging Assumptions
Challenge the limiting beliefs and rules that constrain your business. Many business owners follow industry standards that lead to underperformance. Be willing to break the mold and create your own rules for success. If everyone is doing something, consider it a reason not to do it.
Applying the STAR System to Yourself and Others
Apply the STAR system to your own actions and decisions. Ask yourself why you are not doing what you know you need to be doing. Use the framework to have difficult conversations with employees, focusing on their potential and helping them overcome obstacles. Frame the conversation as a collaborative effort to help them reach their full capabilities.
