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
I understand they didn't want to, you know, open up the scab, you know, peel the scab away and re-injure the wound.
Well, is it good change? That's number one, right? So is it a good idea? This is always my terrible example. But if I came to you and said, hey, we should start selling meth, right? No matter how much I try to get you to change your mind and you're like, listen, Chris, I'm not getting into the meth business. No, thank you. I'm like, but listen, we can make a lot of money.
No matter how much I convince you, you're going to be like, no. Because if it's a bad idea, you're going to get resistance no matter what you do. So that's kind of like the first litmus test of like, Is it a good idea? And are you certain that the change and the thing that you want to do is the right decision and is a good idea and is good for everyone that's involved in all of that, right?
So that's like given baseline. And then we talked about this a little bit earlier. Helping people understand, deeply understand. So if I open a door and it's totally pitch dark in there and I'm a stranger, you don't know me, and you're happy to be walking past, I say, oh, excuse me, can you walk in that room? You're going to be like,
hell to the no right because i don't know who you are i don't know what's in there i don't i mean it could be a million dollars it could also be you know a monster that's going to eat you like i don't know anything my answer should be no and that is the answer at work i don't understand what you want me to do i don't understand why this is i don't what is this no that's my that's my baseline is no so i help you understand a little bit now you're aware
hey, can you help me find the light switch in this room? I can't find it. I forgot my glasses. I can't. And now all of a sudden you have a little information. Oh, you're asking me for help. Well, I can reach my hand in there and probably find the switch without being in real danger, right? So now I've given you a little information. Now you're willing to do a little bit more, right?
Now it's, hey, I need to find the light switch. I don't have my glasses. My grandson is lost in this room. Right. I need it. Now, all of a sudden it's a different conversation right now. So you're getting more and more and more information.
I'm asking you to do this thing that might be weird or scary, but like, and so the more you move up that ladder up that X, you know, Y axis, anyway, whatever it is, the X axis, Y up the axis, um, suddenly blanked on my X and Ys and forgotten all my geometry. Um, the, as you go up the X axis, the, which is more and more understanding, um,
And more and more training, more and more of them deeply getting it. And some people are going to stop at, they get it. Some people are going to go all the way up to like expert level. They want to know everything, right? Some people understand what ChatGPT is and how to prompt it. Some people are using it to like deeply program and go. Like there's a spectrum of what people understand about that.
But as they go up, then... Again, it has to be a good idea. They begin to move along that y-axis to, I'm going to do something. I will change. I will help you get other people to change. I will be a champion of change. I will reinforce and literally help you find the people that do that. That's one tactic that leaders can take.
The second tactic is, I realized when we were going through this change that I had a group of people that were my champions of change that wanted to change. They were good to go. And everyone was like trying to convince the people in the middle to change, to go along with this, to why it was good for them. And I kind of was like, you know what?
I don't think we need to worry about the middle group. And I've actually seen this work over and over and over again. The middle group essentially gets pushed by the bottom group. And the middle group actually ends up pulling the bottom group. And the champions of change kind of pull everyone along too.
So I got the champions, the people who really got it, to go and have lunch and go have coffee and go have side conversations with the people who were like, no, I don't like change. I don't want to do this. I used to call them the flip phone crowd, like the people who had those old flip phones. They wouldn't.
Remember, the buttons were falling off, and there was no way they were going to go to an iPhone. They were never going to give that thing up until it finally broke, and there was no more warranty, and they finally had to go to the Steve Jobs mafia. But when I got those people that really got it, I had these peer conversations about, what are you worried about? What's going on?
What are you fearful about? You know, let me tell you what I think is going to happen. Like, I know Chris has got all these crazy ideas, but like, I actually think these are good ideas. And let me tell you why, as your coworker, as your peer, right? I'm not telling you how to do it, but I think this is going to work. I think this is great. I think we're going to end up being happier.
And when those people were like, oh, okay. Then they just started pushing the middle people forward. Because if you're in the middle and you're like, well, I'll go along with what everybody else is doing, if that's your deal. As far as the middle. That's intuitively who you are. And Steve, who doesn't ever do any change, is suddenly going, yeah, I'll do that.
And you're like, oh, well, I guess it must be an amazing idea if Steve's on board. Don't move yet.
Well, I mean, listen. Sometimes having people who are resistant to change is a good thing. They help protect us. They help us from running, you know, off a cliff because we see some shiny object and we want to run after it. I mean, we need these people in our lives too, for different reasons. They usually hold institutional knowledge. They help ground us in tradition.
And so those people aren't all bad. It's just that when we find a good idea and we need them to come along, we want them to be a part of that journey. We've just got to figure out how to put it in their terms and help them so that they're not fearful and so that they understand why it's important and they ultimately decide it's good for them too to come along.
First, if you are in the US and you want to text 33777 and just put my name, Chris, as the message, I'll send you off some ideas about how to change your meetings. I'll send you 25 starter questions for that one question survey a week. And that'll get you on my newsletter so you can get additional content. As of the 16th here today in January, TikTok is still up and running. I'm on TikTok.
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