Chris Dyer

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.

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.

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.

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.

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

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

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

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

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.

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.

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 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 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 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.