Chris Dyer

I'm a serial entrepreneur who had a big company that I sold at the end of 2021. Along the way, during my journey in managing thousands of people, I realized I was a crap boss and doing culture totally wrong. I had to figure out what we were actually supposed to do. I thought I was doing it great. Then one day you look in the mirror and you're like... It's like saying, oh, I'm really healthy.

I'm a serial entrepreneur who had a big company that I sold at the end of 2021. Along the way, during my journey in managing thousands of people, I realized I was a crap boss and doing culture totally wrong. I had to figure out what we were actually supposed to do. I thought I was doing it great. Then one day you look in the mirror and you're like... It's like saying, oh, I'm really healthy.

I'm a serial entrepreneur who had a big company that I sold at the end of 2021. Along the way, during my journey in managing thousands of people, I realized I was a crap boss and doing culture totally wrong. I had to figure out what we were actually supposed to do. I thought I was doing it great. Then one day you look in the mirror and you're like... It's like saying, oh, I'm really healthy.

And then you look in the mirror and you're fat. And it's like, huh, what I'm saying and what I'm doing are two different things. And so I realized I needed to change culture. And we did it. We did it really successfully. I worked with a lot of other big organizations to take it to them. And now I spend my time speaking and writing and helping companies make work not suck for people.

And then you look in the mirror and you're fat. And it's like, huh, what I'm saying and what I'm doing are two different things. And so I realized I needed to change culture. And we did it. We did it really successfully. I worked with a lot of other big organizations to take it to them. And now I spend my time speaking and writing and helping companies make work not suck for people.

And then you look in the mirror and you're fat. And it's like, huh, what I'm saying and what I'm doing are two different things. And so I realized I needed to change culture. And we did it. We did it really successfully. I worked with a lot of other big organizations to take it to them. And now I spend my time speaking and writing and helping companies make work not suck for people.

Yeah, I mean, one of their really big mistakes that they make is that, first of all, believing they have good culture just because they say so. That's not how it works. You can't manifest a great culture. You can manifest many things in our lives, but I think you have to be far more intentional about culture. That's the first one.

Yeah, I mean, one of their really big mistakes that they make is that, first of all, believing they have good culture just because they say so. That's not how it works. You can't manifest a great culture. You can manifest many things in our lives, but I think you have to be far more intentional about culture. That's the first one.

Yeah, I mean, one of their really big mistakes that they make is that, first of all, believing they have good culture just because they say so. That's not how it works. You can't manifest a great culture. You can manifest many things in our lives, but I think you have to be far more intentional about culture. That's the first one.

The second one is that they believe that if they just tell people... That is enough. We need people to be a part of this process. It's great for the CEO or the senior leaders to create the vision and to ultimately say, people like us do things like this and don't do things like that. What was it? Google's theme used to be, don't be evil. That was sort of like a baseline thing. Yeah.

The second one is that they believe that if they just tell people... That is enough. We need people to be a part of this process. It's great for the CEO or the senior leaders to create the vision and to ultimately say, people like us do things like this and don't do things like that. What was it? Google's theme used to be, don't be evil. That was sort of like a baseline thing. Yeah.

The second one is that they believe that if they just tell people... That is enough. We need people to be a part of this process. It's great for the CEO or the senior leaders to create the vision and to ultimately say, people like us do things like this and don't do things like that. What was it? Google's theme used to be, don't be evil. That was sort of like a baseline thing. Yeah.

But beyond that, we need like our people to be a part of that process. And so usually companies leave them out. Right. They completely ignore it. They just say, this is what our culture is and you are lucky to be here. And that doesn't work.

But beyond that, we need like our people to be a part of that process. And so usually companies leave them out. Right. They completely ignore it. They just say, this is what our culture is and you are lucky to be here. And that doesn't work.

But beyond that, we need like our people to be a part of that process. And so usually companies leave them out. Right. They completely ignore it. They just say, this is what our culture is and you are lucky to be here. And that doesn't work.

Well, first step is to ask them. Ask them what they care about. Ask them what they value. Ask them, you know, when you do that, you start to pick up on themes and things that obviously overlap and connect. You're not going to get 100% agreement on anything. But if you're saying, hey, we really need to do X, and you ask your employees, well, what do you think?

Well, first step is to ask them. Ask them what they care about. Ask them what they value. Ask them, you know, when you do that, you start to pick up on themes and things that obviously overlap and connect. You're not going to get 100% agreement on anything. But if you're saying, hey, we really need to do X, and you ask your employees, well, what do you think?

Well, first step is to ask them. Ask them what they care about. Ask them what they value. Ask them, you know, when you do that, you start to pick up on themes and things that obviously overlap and connect. You're not going to get 100% agreement on anything. But if you're saying, hey, we really need to do X, and you ask your employees, well, what do you think?

And they're generally saying X or mostly X. I mean, you'll find ways to connect the dots to make them see and understand that what you care about and what you want this company to be is ultimately aligned with what they're saying they want Or, you know, sometimes you don't just ask, what do you want? Like, what do you think a great company culture looks like? What is it in your mind?

And they're generally saying X or mostly X. I mean, you'll find ways to connect the dots to make them see and understand that what you care about and what you want this company to be is ultimately aligned with what they're saying they want Or, you know, sometimes you don't just ask, what do you want? Like, what do you think a great company culture looks like? What is it in your mind?