So I build the cop stuff in our first call and then 90% of the time and I was just telling a client about this because my body clenches. I say, okay, that's it. You know, I'm trying to gas people out with content. Like you give me the stuff so I can build your cops. They're like, oh, there is one other thing. And if I'm sitting next to Chris or somebody around me, I look at that like, here it comes.
And everybody says the same thing. Well, 90% of the people say the same thing.
You know what, Adam? I'm a servant leader. You know what, Adam? I'm great with my teams. You know what, Adam? I'm a great developer of talent. They always talk about their teams and talent. They always talk about people love working for me. I develop people into larger roles. I can't tell you how I turn around this beat up team. They always say this stuff.
Am I saying then to you that this is no good? That it's junk? No, I'm not saying that.
It's a skill set. But at your level, it's probably table stakes. Meaning it's assumed you're great with your teams. It's assumed you can build winning teams. It's assumed you can amplify beat up teams. It's assumed you can get people to cross train. It's assumed. And I don't want you to talk about things that people already know about you without you even opening your mouth. I want you to jostle them, talk about something different. Now, if there's something that you do that is so unique with team engagement, if there's something that you do to accelerate onboarding that's so different, if you've got some really cool big ideas, well, now you may have something. But most people, they think they do, and it's pretty basic.
And if you want to send me a note about it and you want me to take a look at it, about your big idea related to your teams, the things that you do different, I'll give you candid feedback. Just send it through the portal or drop a line on the thoughts page in the comments section. Thanks.
The CRO's Lobotomy. Yeah, if you're a sales or revenue leader, you probably have given yourself a lobotomy in this job search. Now, I know some of you really know what a lobotomy is. You're going to say, that's not really accurate.
Okay, I got it. I just think it sounds cool.
So here we go. Isn't it funny how you operate for companies when you're getting paid, when you're getting your bonuses, when you're getting your overrides and commissions, when you're getting your salary, how you operate? It's heavy, man. You're figuring out plays. You're making moves. You're teaching your teams. You're teaching your teams, but you're not following the same teachings in your job search. What happens? What do you do when you're teaching your teams how to get out there when you're developing new plays and you're trying to develop new business and expand contracts and penetrate new geographies and launch new products? What are you doing? You're teaching them.
When you present value to a company, you then reach out to that company and say, remember me? You remember us? You remember that product? No. You offer more value, more value, more value until they go, this is valuable. We need this. This is the lobotomy. In your job search, you have stopped that. You've become intellectually void, not curious about the value you offer and the continuation of value to companies, to employers, so that they go, wow, we're not doing that. Let's have you come in and do it. As you think, as you reset, and I hope you do reset, think about this.
What is the uniqueness of what you're offering? It's not exceeding goals. It's not building winning sales teams. What are you doing that's really significant? And then what are you doing to offer more value and more value and more value to these employers until they go, yo, we need this. Let's go.
Me, the job search guy.