Aug. 27, 2025

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

Show Notes

In this episode of The Tech Leader's Playbook, Avetis Antaplyan sits down with Chris Hallberg, entrepreneur, business coach, and former military and police leader, known for creating the Business Sergeant Leadership Philosophy. Chris brings decades of experience transforming teams, sharpening execution, and implementing EOS (Entrepreneurial Operating System) to help companies achieve breakthrough performance.

From his formative years in the Army National Guard and law enforcement to his career as a sought-after business coach, Chris shares powerful insights into leadership, accountability, and the non-negotiables that separate thriving organizations from stagnant ones. He discusses why the best companies are unafraid to make tough personnel decisions, the importance of “re-enlisting” your team every 90 days, and how to kill problems decisively rather than admiring them in endless meetings.

Listeners will hear candid stories from Chris’ journey, his philosophy on curating the right people in the right seats, and practical lessons from his book The Business Sergeant’s Field Manual: Military-Grade Business Execution Without the Yelling and Push-Ups. If you’re a leader looking to build elite teams, create accountability without politics, and drive results with clarity, this conversation is packed with strategies to elevate your leadership game.

Takeaways

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.