Ben Taylor

Or give me a very needle moving piece of content that's going to drive revenue on this thing, which is a question that gets asked. It's like, I mean, I kind of know, but let's start to think about it. And it's so much easier to sit and think about how people feel and think about things instead.

I think you need to back it with logic because most people think that, I mean, everybody thinks they make logical, rational decisions, particularly in a C-suite and a boardroom. When what you have to do is articulate, hey, in reality, we make emotional decisions and by addressing the emotional and empathetic needs of folks, we are having that impact.

I think you need to back it with logic because most people think that, I mean, everybody thinks they make logical, rational decisions, particularly in a C-suite and a boardroom. When what you have to do is articulate, hey, in reality, we make emotional decisions and by addressing the emotional and empathetic needs of folks, we are having that impact.

I think you need to back it with logic because most people think that, I mean, everybody thinks they make logical, rational decisions, particularly in a C-suite and a boardroom. When what you have to do is articulate, hey, in reality, we make emotional decisions and by addressing the emotional and empathetic needs of folks, we are having that impact.

So it's not so much as saying, hey, be emotional in these places as it is if we ignore it, we're missing the primary opportunity to actually move it forward and showing them, look, this is not a new concept. I was in school and we were reviewing case studies talking about engaging with folks in an emotional way.

So it's not so much as saying, hey, be emotional in these places as it is if we ignore it, we're missing the primary opportunity to actually move it forward and showing them, look, this is not a new concept. I was in school and we were reviewing case studies talking about engaging with folks in an emotional way.

So it's not so much as saying, hey, be emotional in these places as it is if we ignore it, we're missing the primary opportunity to actually move it forward and showing them, look, this is not a new concept. I was in school and we were reviewing case studies talking about engaging with folks in an emotional way.

It's just people kind of build this idea that emotions and empathy cannot be attached towards progress. And it's just not founded on anything. There's no foundation for that. Like this Vulcan style Star Trek, this Vulcan style appeal towards no emotion being like the highest end of corporate success is a... is one of the biggest con jobs of corporate environment over the last 25 years.

It's just people kind of build this idea that emotions and empathy cannot be attached towards progress. And it's just not founded on anything. There's no foundation for that. Like this Vulcan style Star Trek, this Vulcan style appeal towards no emotion being like the highest end of corporate success is a... is one of the biggest con jobs of corporate environment over the last 25 years.

It's just people kind of build this idea that emotions and empathy cannot be attached towards progress. And it's just not founded on anything. There's no foundation for that. Like this Vulcan style Star Trek, this Vulcan style appeal towards no emotion being like the highest end of corporate success is a... is one of the biggest con jobs of corporate environment over the last 25 years.

And I think we're seeing some of this rotation back towards, well, until recently, but some of this rotation back towards empathy. So yeah, for the boardroom, for the C-suite, I would contextualize empathy in the way that it can create impact for the company. And then I would defend with passion the Because it's not just about it having good impact, it's an opportunity cost thing.

And I think we're seeing some of this rotation back towards, well, until recently, but some of this rotation back towards empathy. So yeah, for the boardroom, for the C-suite, I would contextualize empathy in the way that it can create impact for the company. And then I would defend with passion the Because it's not just about it having good impact, it's an opportunity cost thing.

And I think we're seeing some of this rotation back towards, well, until recently, but some of this rotation back towards empathy. So yeah, for the boardroom, for the C-suite, I would contextualize empathy in the way that it can create impact for the company. And then I would defend with passion the Because it's not just about it having good impact, it's an opportunity cost thing.

This is going to be better than going after old school kind of set methods of approaching. And I'm comparing those two and I'm putting my bets on the empathetic, less volume approach. Not less engaged, because I think it's more engaged, but the less volume approach to it.

This is going to be better than going after old school kind of set methods of approaching. And I'm comparing those two and I'm putting my bets on the empathetic, less volume approach. Not less engaged, because I think it's more engaged, but the less volume approach to it.

This is going to be better than going after old school kind of set methods of approaching. And I'm comparing those two and I'm putting my bets on the empathetic, less volume approach. Not less engaged, because I think it's more engaged, but the less volume approach to it.

We can't throw anything out because it's still a big company and people want to see certain things. So you've got to have it. But I've deprioritized, I think is the best way to frame it. I've deprioritized consumption metrics. So page views, opens, click rate, et cetera. We do it for A-B testing. We do it for resonance testing. Is this message resonating? We'll still look at that.

We can't throw anything out because it's still a big company and people want to see certain things. So you've got to have it. But I've deprioritized, I think is the best way to frame it. I've deprioritized consumption metrics. So page views, opens, click rate, et cetera. We do it for A-B testing. We do it for resonance testing. Is this message resonating? We'll still look at that.

We can't throw anything out because it's still a big company and people want to see certain things. So you've got to have it. But I've deprioritized, I think is the best way to frame it. I've deprioritized consumption metrics. So page views, opens, click rate, et cetera. We do it for A-B testing. We do it for resonance testing. Is this message resonating? We'll still look at that.

But we've simplified at least my team scorecard to be more about pipeline and bookings and logic on what that sales cycle looks like and kind of just focus on that component. The other challenge we've got with... I mean, you asked a question earlier about when do you kind of get into the tactics and content mix that you're going after?