Sep 15, 2026 · 40 min · 12 segments
“You can make drama or you can make money, but you can’t make both. The thing that Zig (Ziglar) always said about building a team is that “together everyone achieves more”. I have found in my 25 plus…
Sharon CarterGuest
Steve VargoHost
Your approach is more ... 'Cause feedback is so critical, and a lack of feedback leads to so many of the problems, and I, I hear the same thing a lot, whether it's a, an employee that's just not, not performing at the level they need to be performing at or whether there's, you know, behavioral issues, is the In, in many cases, just haven't been given the feedback, or we're gonna wait till that annual review, or w- we're gonna wait till that quarterly review.
And it, there is a certain repetition, I think, that goes along with being a leader.
There's a, a phrase I heard, "When you're tired of hearing yourself say it, that's when people are starting to hear it." And I think that goes into a lot of the, the culture building, is people tend to place more priority on the things that they're, they're hearing over and over.
But do you have any particular recommendation or format? You know, some people are, "Well, we have our morning huddle or our weekly meeting." I- is your approach more aligned with just giving feedback in the moment when it, it, it's probably most visible to the, to the employee that, that needs to hear it?
Any business that you're in, if you're gonna keep everybody on task and everybody on the same page, and even keep your culture the same, you have to have m- meetings on a regular basis.
We're looking at, is there anything that we've had happen the last week that we need to talk about that we could handle better? Is there anything coming up for the next week? Just good communication.
It's my biggest challenge in every practice I go into, is getting the same communication to everybody on the team.
And any time someone on the team gets a piece of information that everybody didn't get, there's a feeling that they're on the in and I'm on the out.
That create, starts creating the unstableness in a team when they feel like, "I'm not, I'm not in on everything that everybody else is getting to be in on." And then they're not as in on your practice as they could be, because they don't feel like you're bringing them into the huddle.
We have something that we're gonna talk about that we're gonna either implement, um, some training or something that we do, but we also go over numbers.
Where are we? That keeps everybody solid on what is our focus and what's my part in that.
When you're giving your numbers and everybody's numbers are over the top, and then you give your numbers and it's on the bottom, there's a level of accountability.
And what I find, though, is very interesting is, a lot of my teams will say, "What can I help you do to get your numbers up? Hey, what if we do this? Will that help you?" Because they're in it together.
Your approach is more ... 'Cause feedback is so critical, and a lack of feedback leads to so many of the problems, and I, I hear the same thing a lot, whether it's a, an employee that's just not, not performing at the level they need to be performing at or whether there's, you know, behavioral issues, is the In, in many cases, just haven't been given the feedback, or we're gonna wait till that annual review, or w- we're gonna wait till that quarterly review.
And it, there is a certain repetition, I think, that goes along with being a leader.
There's a, a phrase I heard, "When you're tired of hearing yourself say it, that's when people are starting to hear it." And I think that goes into a lot of the, the culture building, is people tend to place more priority on the things that they're, they're hearing over and over.
But do you have any particular recommendation or format? You know, some people are, "Well, we have our morning huddle or our weekly meeting." I- is your approach more aligned with just giving feedback in the moment when it, it, it's probably most visible to the, to the employee that, that needs to hear it?
Any business that you're in, if you're gonna keep everybody on task and everybody on the same page, and even keep your culture the same, you have to have m- meetings on a regular basis.
We're looking at, is there anything that we've had happen the last week that we need to talk about that we could handle better? Is there anything coming up for the next week? Just good communication.
It's my biggest challenge in every practice I go into, is getting the same communication to everybody on the team.
And any time someone on the team gets a piece of information that everybody didn't get, there's a feeling that they're on the in and I'm on the out.
That create, starts creating the unstableness in a team when they feel like, "I'm not, I'm not in on everything that everybody else is getting to be in on." And then they're not as in on your practice as they could be, because they don't feel like you're bringing them into the huddle.
We have something that we're gonna talk about that we're gonna either implement, um, some training or something that we do, but we also go over numbers.
Where are we? That keeps everybody solid on what is our focus and what's my part in that.
When you're giving your numbers and everybody's numbers are over the top, and then you give your numbers and it's on the bottom, there's a level of accountability.
And what I find, though, is very interesting is, a lot of my teams will say, "What can I help you do to get your numbers up? Hey, what if we do this? Will that help you?" Because they're in it together.
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