Chris Dyer

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 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 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.

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.

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 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 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.

You're like, I'm not ever making 200 phone calls. That's ridiculous. That's not how I sell.

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.

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.

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.

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.

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.