Chris Dyer

Well, Toms, let's just say Toms, whatever his demographics are, but he's from this particular school and he's from this particular part of the country. You end up hiring five versions of Tom. That doesn't mean you're going to be successful. I mean, my top five salespeople could not have looked, acted, spoke differently, worked completely different, approached sales completely differently.

Well, Toms, let's just say Toms, whatever his demographics are, but he's from this particular school and he's from this particular part of the country. You end up hiring five versions of Tom. That doesn't mean you're going to be successful. I mean, my top five salespeople could not have looked, acted, spoke differently, worked completely different, approached sales completely differently.

Well, Toms, let's just say Toms, whatever his demographics are, but he's from this particular school and he's from this particular part of the country. You end up hiring five versions of Tom. That doesn't mean you're going to be successful. I mean, my top five salespeople could not have looked, acted, spoke differently, worked completely different, approached sales completely differently.

And that was a huge value to us because one did all their sales in the golf course. And the other one was like way into partnerships. And the other one like made 500 phone calls a day. And we just burnt, you know, knew everybody like, Having that skill set in many different people was very, very valuable. So I kind of find that people get this like a little mixed up sometimes.

And that was a huge value to us because one did all their sales in the golf course. And the other one was like way into partnerships. And the other one like made 500 phone calls a day. And we just burnt, you know, knew everybody like, Having that skill set in many different people was very, very valuable. So I kind of find that people get this like a little mixed up sometimes.

And that was a huge value to us because one did all their sales in the golf course. And the other one was like way into partnerships. And the other one like made 500 phone calls a day. And we just burnt, you know, knew everybody like, Having that skill set in many different people was very, very valuable. So I kind of find that people get this like a little mixed up sometimes.

In the book, I could tell you a quick story if you want an example of how to do this. We had everyone in the company take the StrengthsFinders, the Gallup StrengthsFinders test. You get your top five strengths. I think that's all you need. You don't need the other. Sorry, Gallup. I don't think you need to pay the extra money for the other 34 or 37 or whatever it is. You need the top five. Yeah.

In the book, I could tell you a quick story if you want an example of how to do this. We had everyone in the company take the StrengthsFinders, the Gallup StrengthsFinders test. You get your top five strengths. I think that's all you need. You don't need the other. Sorry, Gallup. I don't think you need to pay the extra money for the other 34 or 37 or whatever it is. You need the top five. Yeah.

In the book, I could tell you a quick story if you want an example of how to do this. We had everyone in the company take the StrengthsFinders, the Gallup StrengthsFinders test. You get your top five strengths. I think that's all you need. You don't need the other. Sorry, Gallup. I don't think you need to pay the extra money for the other 34 or 37 or whatever it is. You need the top five. Yeah.

And we asked everyone to take it. We took their top five and I put them out on just because I was curious. And we put them all the strengths up top and we put all their names down this side on an Excel sheet. And then we just filled in the box wherever they had strengths. And what was fascinating was we had so many people with overlapping strengths.

And we asked everyone to take it. We took their top five and I put them out on just because I was curious. And we put them all the strengths up top and we put all their names down this side on an Excel sheet. And then we just filled in the box wherever they had strengths. And what was fascinating was we had so many people with overlapping strengths.

And we asked everyone to take it. We took their top five and I put them out on just because I was curious. And we put them all the strengths up top and we put all their names down this side on an Excel sheet. And then we just filled in the box wherever they had strengths. And what was fascinating was we had so many people with overlapping strengths.

I mean, my entire operation and research team all had responsibility in their top five, which makes a lot of sense because they have to be responsible. They were doing work that was really, really important. And if they were irresponsible people, like sex offenders get jobs at daycares and stuff. I mean, it was like they had to be that kind of type of person.

I mean, my entire operation and research team all had responsibility in their top five, which makes a lot of sense because they have to be responsible. They were doing work that was really, really important. And if they were irresponsible people, like sex offenders get jobs at daycares and stuff. I mean, it was like they had to be that kind of type of person.

I mean, my entire operation and research team all had responsibility in their top five, which makes a lot of sense because they have to be responsible. They were doing work that was really, really important. And if they were irresponsible people, like sex offenders get jobs at daycares and stuff. I mean, it was like they had to be that kind of type of person.

But what was also interesting to me was we had all of these gaps. We had... I think something like 12 or 14 strengths that we had nobody talking thousands of people. I have nobody that's terrifying with these strengths. And I was like, that's a problem for us. right? And we had been trying to reach some particular goals with diversity to, you know, to create more diversity in the organization.

But what was also interesting to me was we had all of these gaps. We had... I think something like 12 or 14 strengths that we had nobody talking thousands of people. I have nobody that's terrifying with these strengths. And I was like, that's a problem for us. right? And we had been trying to reach some particular goals with diversity to, you know, to create more diversity in the organization.

But what was also interesting to me was we had all of these gaps. We had... I think something like 12 or 14 strengths that we had nobody talking thousands of people. I have nobody that's terrifying with these strengths. And I was like, that's a problem for us. right? And we had been trying to reach some particular goals with diversity to, you know, to create more diversity in the organization.

And we had hit a ceiling, we kind of hit, hadn't really gotten any better, we didn't really know what to do, we were certainly committed to it. But like, You know, we didn't know what to do. So I just said this at the top, you know, pull this out of my butt.

And we had hit a ceiling, we kind of hit, hadn't really gotten any better, we didn't really know what to do, we were certainly committed to it. But like, You know, we didn't know what to do. So I just said this at the top, you know, pull this out of my butt.