Chris Dyer

And if you're doing it, you probably belong back in the 19, I don't know, 40s. It doesn't work. It never really worked, but it definitely doesn't work today. Instead, ask people one question every week. What's going great? Where are you struggling? Who's killing it for you? What client's driving you crazy? What resource don't you have? If you had a magic wand, what would you fix?

And if you're doing it, you probably belong back in the 19, I don't know, 40s. It doesn't work. It never really worked, but it definitely doesn't work today. Instead, ask people one question every week. What's going great? Where are you struggling? Who's killing it for you? What client's driving you crazy? What resource don't you have? If you had a magic wand, what would you fix?

And if you're doing it, you probably belong back in the 19, I don't know, 40s. It doesn't work. It never really worked, but it definitely doesn't work today. Instead, ask people one question every week. What's going great? Where are you struggling? Who's killing it for you? What client's driving you crazy? What resource don't you have? If you had a magic wand, what would you fix?

What would you change in our software? You start asking people these things and they start sharing with you and you get great ideas. You get great insight on what they're dealing with, what's happening in their lives. And then before you ask the next question the next week, you come back to them as their boss and say, this is what I heard and this is what I'm going to do about it.

What would you change in our software? You start asking people these things and they start sharing with you and you get great ideas. You get great insight on what they're dealing with, what's happening in their lives. And then before you ask the next question the next week, you come back to them as their boss and say, this is what I heard and this is what I'm going to do about it.

What would you change in our software? You start asking people these things and they start sharing with you and you get great ideas. You get great insight on what they're dealing with, what's happening in their lives. And then before you ask the next question the next week, you come back to them as their boss and say, this is what I heard and this is what I'm going to do about it.

And at the end of the month, I would say these were the four questions or five questions we asked this month. Again, this is what I heard. Again, this is the update in progress and what we've done about it. And sometimes it was something good. You all said that Steve was the best employee ever this month. He's been helping everybody out.

And at the end of the month, I would say these were the four questions or five questions we asked this month. Again, this is what I heard. Again, this is the update in progress and what we've done about it. And sometimes it was something good. You all said that Steve was the best employee ever this month. He's been helping everybody out.

And at the end of the month, I would say these were the four questions or five questions we asked this month. Again, this is what I heard. Again, this is the update in progress and what we've done about it. And sometimes it was something good. You all said that Steve was the best employee ever this month. He's been helping everybody out.

Like we, we sent, you know, Steve to go get a massage and gave him a day off. Like, We did something cool for him. Or you're all telling me this one client is killing you. They are half of our tickets. They call constantly. They're driving you nuts.

Like we, we sent, you know, Steve to go get a massage and gave him a day off. Like, We did something cool for him. Or you're all telling me this one client is killing you. They are half of our tickets. They call constantly. They're driving you nuts.

Like we, we sent, you know, Steve to go get a massage and gave him a day off. Like, We did something cool for him. Or you're all telling me this one client is killing you. They are half of our tickets. They call constantly. They're driving you nuts.

We've already interacted, you know, call conversations with them to figure out how we can better service them without them filling up our, you know, resources away. So like, and then they feel hurt. We're actually solving their problems and we're making work better for them. That's how you do it. You mentioned Bob the janitor or Susie in the mail room.

We've already interacted, you know, call conversations with them to figure out how we can better service them without them filling up our, you know, resources away. So like, and then they feel hurt. We're actually solving their problems and we're making work better for them. That's how you do it. You mentioned Bob the janitor or Susie in the mail room.

We've already interacted, you know, call conversations with them to figure out how we can better service them without them filling up our, you know, resources away. So like, and then they feel hurt. We're actually solving their problems and we're making work better for them. That's how you do it. You mentioned Bob the janitor or Susie in the mail room.

What's the mechanism to actually hear from them? Because you may not ever actually, as the senior leader, you may never cross paths with that person. How do you extrapolate that knowledge and data and things from them Sometimes directly, sometimes through their bosses or the leadership in between you to actually enact change.

What's the mechanism to actually hear from them? Because you may not ever actually, as the senior leader, you may never cross paths with that person. How do you extrapolate that knowledge and data and things from them Sometimes directly, sometimes through their bosses or the leadership in between you to actually enact change.

What's the mechanism to actually hear from them? Because you may not ever actually, as the senior leader, you may never cross paths with that person. How do you extrapolate that knowledge and data and things from them Sometimes directly, sometimes through their bosses or the leadership in between you to actually enact change.

Yeah. I mean, they usually come to me for one of two reasons. One, they've got a giant headache, so they're looking for an aspirin, right? So that's one kind of client. And we have one approach for them. And then the other kind of client is like, listen, I know we're doing well, but I want to be next level. And so they're looking for a vitamin.

Yeah. I mean, they usually come to me for one of two reasons. One, they've got a giant headache, so they're looking for an aspirin, right? So that's one kind of client. And we have one approach for them. And then the other kind of client is like, listen, I know we're doing well, but I want to be next level. And so they're looking for a vitamin.