Chris Dyer
speaker
104 appearances
1 recordings
1 series
first heard Jan 2025
last heard Jan 2025
Chris Dyer’s voice in public audio — every appearance, attributed to the second.
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Appearances
delivering the detailed part of the P&L that makes sense to different business units so they can really get dialed in into costs, understanding where synergies can happen, where we can merge vendors or figure out ways to save money. When we did this, within a year, we had saved 35% on our total operating expenses without me ever telling anyone you had to cut anything. We're doing a cost thing.
We didn't lay anybody off. I just said, here's our stuff. If anyone has any thoughts, has ideas, I'm here. Talk to your boss. Talk to me. And people started saying, hey, I didn't know we spent money on it. Did you know we could do this instead? Right? They understood and therefore they could come up with better ideas because they were closer to it.
leader, creating positivity in the organization. Now, I know there's someone out there right now who thinks I'm talking about toxic positivity, and I am not. I'm not talking about showing up and saying, everything is great. No, it is a mind shift to do two things. One, if we create positive environments, we create environments where people feel
supported they feel like their ideas are being validated they're being heard you know whatever they can be innovative like we know it is impossible for a group of people to innovate if they are literally in in this thing and they feel threatened and they feel like their things are negative right i mean you can survive but it's really hard to get innovative so we want innovation to occur we have to create these environments where people feel like they can succeed
But more importantly, we want to remove this sort of like badge of honor of I'm a problem solver, right? Because that means you're ultimately walking around the office looking for problems to solve. Instead, you should be really curious and walking around the office or talking to people, whatever your environment looks like, and trying to find what's working.
And getting curious about why does Susie get her work done in half the time as Bob? Why is Susie twice as efficient as Bob? They're both about the same thing. And why does Jason outsell everybody else? Why is he the only person who made his quota this quarter? Right. You should be getting curious about that and go and talk to Jason and try to help figure out what is it that Jason's doing?
And can Jason take any of that and share it with the rest of the team? And not me saying, oh, well, clearly Jason makes 200 phone calls. And then I go to everyone and say, you have to make 200 phone calls a day. No, do not do that. That is dumb. What you need to do is like, okay, well, Jason, clearly making a lot of calls is working for you.
And can you go back and teach the team about what your strategy is, why you do that many calls? And then people can take from that what they think will work for them. Right. Right. Because one size fits one. Right. Well, that works for one person may not work for somebody else.
And and when somebody else teaches you how to do something better, like your your your peer, your coworker, you're like, oh, that's cool. I want to try that. That's interesting. When your boss says, hey, Jason does 200 phone calls and now you need to make 200 call. You're like, screw you, dude. I'm looking for a new job. This is not it's a competitive between you and Jason.
You're now in a resistance mode, right? As opposed to I'm cooperative. I'm walking alongside Jason. He's telling me what he's doing and I'm going, that's cool, buddy. High five. I'm going to go try that versus your boss coming in. Now we're both pushing up against each other. We're resisting each other, right? And I'm saying, you need to start making 200 phone calls.
You're like, I'm not ever making 200 phone calls. That's ridiculous. That's not how I sell.
And so out of that study, it always reminds me of this really simple saying that I remind leaders of all the time. What you focus on Yes. They were focused on productivity in that particular plant and looking at that. And guess what? Even though they didn't really do anything monumental, they made some changes.
The lights is an interesting correlation, but everyone knew they were being, being studied. They were being looked at and the focus was on them and on productivity in that group.
You know, uniqueness is hard for people to get. And so uniqueness, again, goes in a couple different ways. On the business side, uniqueness is what is our value proposition? What are our features and benefits? How is it we do our product or service differently than our competitors? I mean, really good companies get that right so that they can market well.
correctly it's amazing how many you know fairly successful companies don't figure that out to the point where they could be market leaders by just articulating right i mean this may piss some people off but is the iphone that much better than like the samsung galaxy or what i mean you look at the top phones are they that much no but but apple's marketing is amazingly better yes at articulating culture
But it's built in that uniqueness that you're talking about. Yeah, that culture and the uniqueness. And so, you know, that's one part of it. But the uniqueness pillar also goes into what makes our people unique. Because often what we do is we say, well, what makes us all the same? They all show up in a meeting and it's like, oh, well, we all like the bears or we all like the angels or whatever.
It's like whatever stupid thing we're trying to find commonalities all the time to create connection. And instead, we need to get really interested about what makes us all different and what are the different qualities, what are the different skills, what are the different abilities that we can bring to the organization.
And so I don't really care that you and I maybe both are really good, let's say, writers, right? I want to know what is it that you can do that I can't do so that you can help me when I need it and I can tell you what I'm really good at so I can help you when you need it, right? There's an area that you just aren't that strong in.
So for teammates, us really understanding what makes us unique is important. And that creates diversity of thought, right? And that will, and this has become very politicized more lately, and certainly there's been some changes happening.
If you really want to have a diverse workforce, whatever that means to you, whether that's diversity of thought, diversity in how people look or who they are, the way to do that is to celebrate what makes people unique. Because if you are ultimately reinforcing this idea that we care about... Tom is the most amazing salesperson. Let's go find five more Toms.
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