Chris Dyer

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.

I was like, hey, guys, the next time you're going to hire somebody, I'm not going to take a final interview and I will not hire them unless one of their top five strengths includes one that we don't have right now. Yes. That's it.

I was like, hey, guys, the next time you're going to hire somebody, I'm not going to take a final interview and I will not hire them unless one of their top five strengths includes one that we don't have right now. Yes. That's it.

I was like, hey, guys, the next time you're going to hire somebody, I'm not going to take a final interview and I will not hire them unless one of their top five strengths includes one that we don't have right now. Yes. That's it.

Race or gender or sexual preference.

Race or gender or sexual preference.

Race or gender or sexual preference.

yeah give me people who don't who are different than the people we have now like just by one strength they can have the other four that are the same so they're going to connect still with the organization and the people i started getting at the interviews and i gave no other instructions the people were acted different they spoke different they had different backgrounds they looked different right they talked different everything was different about them in a wonderfully positive way

yeah give me people who don't who are different than the people we have now like just by one strength they can have the other four that are the same so they're going to connect still with the organization and the people i started getting at the interviews and i gave no other instructions the people were acted different they spoke different they had different backgrounds they looked different right they talked different everything was different about them in a wonderfully positive way

yeah give me people who don't who are different than the people we have now like just by one strength they can have the other four that are the same so they're going to connect still with the organization and the people i started getting at the interviews and i gave no other instructions the people were acted different they spoke different they had different backgrounds they looked different right they talked different everything was different about them in a wonderfully positive way

And the organization just – and it was like a snowball. As soon as we suddenly had this new injection of fresh ideas and different perspectives, we never had to, like, think about diversity again because we were now already – it was just going. It was like the momentum was there, right? And we weren't trying to, like, solve all of society's ills by – inside of our organization.

And the organization just – and it was like a snowball. As soon as we suddenly had this new injection of fresh ideas and different perspectives, we never had to, like, think about diversity again because we were now already – it was just going. It was like the momentum was there, right? And we weren't trying to, like, solve all of society's ills by – inside of our organization.

And the organization just – and it was like a snowball. As soon as we suddenly had this new injection of fresh ideas and different perspectives, we never had to, like, think about diversity again because we were now already – it was just going. It was like the momentum was there, right? And we weren't trying to, like, solve all of society's ills by – inside of our organization.

We were just trying to get people there that could think differently and have different perspectives so that we could argue more in a very collaborative and constructive way about how to solve real life issues.

We were just trying to get people there that could think differently and have different perspectives so that we could argue more in a very collaborative and constructive way about how to solve real life issues.

We were just trying to get people there that could think differently and have different perspectives so that we could argue more in a very collaborative and constructive way about how to solve real life issues.

The book, my most recent book is called The Power of Company Culture. That's the second edition. And it's filled with... It's really a three-part book. Part one is like, what do you got to do not to suck? What's the bare minimum you got to do to have a... company culture. And then the middle is, how do you be great? And that gives you a breakdown of those seven pillars.

The book, my most recent book is called The Power of Company Culture. That's the second edition. And it's filled with... It's really a three-part book. Part one is like, what do you got to do not to suck? What's the bare minimum you got to do to have a... company culture. And then the middle is, how do you be great? And that gives you a breakdown of those seven pillars.

The book, my most recent book is called The Power of Company Culture. That's the second edition. And it's filled with... It's really a three-part book. Part one is like, what do you got to do not to suck? What's the bare minimum you got to do to have a... company culture. And then the middle is, how do you be great? And that gives you a breakdown of those seven pillars.

And I've got case studies with NASA, Neiman Marcus, Gary Vaynerchuk's company, lots of different organizations in there to be able to help give good examples. Not just my companies, not just my experiences, but what are they doing with those particular pillars? It's really interesting. And then the third part is, and this is, I think, really interesting for anybody on any topic, culture aside.