Transcript
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Hi there, and welcome to the
BDB growth show. This is John Ruggie
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and I host our category creation series
here. I'm also the VP of marketing
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strategy at Bombomb, where we help
you build better business relationships through personal one
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video. All right, so,
if you've read much about category design or
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worked on this strategy at all yourself, you already know that this is the
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process that has to be led and
fully supported by your CEO. Category Design
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is not something that the marketing department
can just go off and do on its
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own. But you might be asking
yourself, how do you go about bringing
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this up with him or with her? What is the best way to get
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your CEOS by in? Well,
this is one area I have some very
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recent experience with, because we just
went through this process at bombomb. Today
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I'm going to be joined by our
own CEO, Connor McClusky, and he's
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going to share his advice for how
to approach your CEO about category design.
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All right, Connor, thanks for
being on the show with me today.
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Yeah, thanks for having me.
Yeah, of course. So, for
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those of the you that don't know, Connor is our cofounder and CEO of
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Bombomb, and I know you've tell
the story lots of times, Connor,
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but I would love to hear one
more time. This is, you know,
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the story of how and why you
started bombomb back in the day.
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Yeah, yeah, so I was
a billboard salesman and had built up my
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business to about a hundred and fifty
clients and my whole thing was, you
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know, I was going doortodoor literally
selling billboards and and that's a tough job.
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And so the more times I met
facetoface with my clients, the more
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billboards they buy with me, the
more renewals I would get. And so
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I was like, I wish there
was a way that I could send myself.
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So I did the math and said, here's how many people I can
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meet with every month, and I
was like, it's literally impossible for me
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to meet with all these people every
month. How could I do that?
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And so I thought video would be
a great way. What if I could
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send my face into those people's offices
and them meet with me on their own
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time? And I was like what
if I could send a video through an
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email? And there's got to be
a company that does this, and looked
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all over the Internet. There wasn't. This was two thousand and five,
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two thousand six time period and just
literally was like man, I got to
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do this. So got a little
green screen, shot a video, bates
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of BHTML through it on a couple
servers, you know, different things,
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send it out to a hundred fifty
of our of my clients, and within
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forty eight hours I had thirty phone
calls and forty emails of people not saying
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Hey, can I buy more billboards
with you, but what is the name
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of the company that you used to
do that? And so that was the
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genesis bombomb and start of a long, hard journey of now, you know,
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fourteen years later. Yeah, you're
just cut now kind of like starting
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to see people like like warm up
to that idea and understand, you know,
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how to be comfortable on camera and
understand how it's a video can be
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used in different contexts. And so
it's been I know you said you sent
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that video's like a hundred fifty people
at first, at that first time,
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but now I think what like a
hundred thousand people a month send a video
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through bombm or a day. Might
be getting this set wrong, but yeah,
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the day. Yeah, yeah,
cool. So along the way,
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yeah, a lot of work spent
kind of introducing this idea to the world
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and and now we're going to talk
about, you know, how we're going
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through a much more intentional process to
make that happen through this idea of category
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design. So we're doing two interviews
with you know, you and Darren at
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bomb bomb. Darren's our president.
We just did an interview with him about
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how to get your team on board, your you know, your team at
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large, on board with category design, and I want to talk to you
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because getting your CEO on board has
to happen first and that is so crucial
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to this strategy. So you know, no one to hear that better from
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than you know, CEO himself,
who's just gone through this discussion. So
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I love to just maybe to kind
of set things off, just tell me
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why you think it's so important for
a CEO to be not only involved with
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category design but just more so than
that, like a key part of it,
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and from day one. Yeah,
I mean it's key because everybody's kind
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of got to be on board with
it right. So you know, you've
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got it touches every aspect of the
business, from marketing CSS product and so
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you're you're touching every aspect of that
and so if there's a single person not
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on board and those people are higher
up or whatever, you're going to get
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road blocks and and it's gonna Derail. And what they, you know,
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talk about in the book is,
you know, it'll just turn into a,
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you know, expensive marketing campaign.
Then it is a whole design category
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thing that you're trying to create.
So once I kind of realize that was
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like, you know, as you
build the company and you're a couple people,
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it's easier, but as you get
into hundreds of employees, you know,
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the like authority of the CEO or
the power of what you bring to
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the table really makes a difference.
With that, people know you're behind this
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and that you're going to you're going
to stop at nothing to make sure that
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this gets done. So yeah,
yeah, you're telling me earlier about the
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story you heard about George W Bush, and it like his, I guess,
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delegation of the of the war in
Iraq to like I love the example.
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So you walk me through like this
idea of like when a leader should
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delegate something and win that Lee the
leader needs to be involved in something directly.
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Yeah, I mean it's I'm a
visionary kind of leader. Very hands
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off. I'm you know, I
put the things in place there or KPI's
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and say this is your thing,
I'm going to hold you accountable for it
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and ask you about it, but
I'm not going to get into that details
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of it. And you know that
American experience is the is the documentary that
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I watched on George W Bush there
and and when something is like a defining
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moment in the history of your company, your country, whatever you're leading,
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the leader having all of the details, and really, even if that's not
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your personality, it's a necessity because
in hindsight your people could be making mistakes
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and ultimately it falls back to the
leader if that's a successor of failure.
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So for you to be able to
get into the details of something that in
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this case, is extremely important and
pivotal, because you're talking about you're making
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a decision whether you're going to be
the leader in a market or second or
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third place, and so you're either
going to make that decision or that decisions
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going to be made for you.
And so if you think this is a
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pivotal part of your decision or strategy
going into the future of the what your
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business will be, you need to
get into those details and at least understand
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it. You need to know all
of those details and know either have an
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opinion about those things or help lead
that or go through that process and know
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it very intimately because it's important.
So sounds like what you're saying is that
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this decision to pursue this strategy isn't
something you can take casually or, you
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know, something you can do for
a little while and then fall back on.
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It's, I think you use the
word pivotal. It's like a pivotal
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moment in your in your path as
a company, and you're making this decision
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to like either go after this category
or you got to make a decision to,
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like you said, kind of sit
on the sidelines and maybe you just
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want to occupy a niche in that
category or some other one, but you
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can't really sit like do a little
bit of both. You have to pick
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one and that kind of strategy doesn't
happen really any other level. But but
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the CEOS. Yeah, yeah,
I mean if you that, decisions either
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going to be made by you or
made by somebody else. And so if
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you have unlimited resources, it's still
doesn't work because you're going to find people
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nipping at your, you know,
your heels and this or that, and
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so like picking those things and being
being able to say no is whether it's
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to a customer, a feature,
a market. You know, people talk
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about it is this Shiny Penny Syndrome, like you're always seeing it, you're
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always picking it up and trying to
pick up that next shiny penny and they're
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always will be another opportunity. There
always will be another market, there always
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will be all these things and the
discipline of saying no and staying focused is
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the key. Yeah, when you
first came across category design, did that?
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Was that your understanding of the strategy
then and or as it evolved over
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time? I would say it has
evolved. It was more of a marketing
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strategy when I first like looked at
it, until I read the book and
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until I read the book and started
understanding it more and getting the presentation from
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you and and to where I started
being like, okay, this is a
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real differentiator. How does competition come
into place? How does the market come
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into place? And so it's really
changed in my mind. You know,
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as I get pitched a lot of
ideas that are the saviors of the company
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and I've been through. You know, large pushes on stuff and and there
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is no magic bullet, but it's
a lot of things that come together and
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it's a strategy. Right. It's
being intentional and staying focused, and that's
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probably the hardest thing to do in
business when you're trying to make payroll.
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Yeah, yeah, you missed the
book. You're talking about play bigger,
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play bigger. Yep. Yeah.
So a lot of the people listen to
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this show, you know, some
of them will be CEOS or similar positions,
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but a lot of you know listeners
are going to be marketing leaders,
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sales leaders, and they're kind of
in a position where it maybe they think
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this is something that they should discuss, maybe they should bring it up with
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their CEO. What's your advice for
them on how they should approach their CEO
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about this idea? Yeah, you
know, if I was trying to influence,
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if I worked at a company and
I was trying to get this idea
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pushed into leadership or the CEO,
where I think it should start, I
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would ask questions around how the how
the CEO thought about this and what was
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his thoughts about category and what was
what were her thoughts around how she thinks
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about strategy and what she does and
how she thinks about those things, because
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once you can get down to how
they think about it, then you can
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frame kind of the category creation piece
into their way of thinking and where it
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would make sense. When it's just
a foreign idea. You know, everybody
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comes to the CEO with tons of
ideas on how to do stuff and some
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are good, some are bad and
some are you know, you just catch
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them on the wrong day of where. You know problem is in so building
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that that not argument, but building
a framing of where you can bring that
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into the way they think about the
business, the way they think about the
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market, the way they think about
the future of where the company is going
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and how that aligns to their goals
as a company, as a board,
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as a and as a leader.
Then you can fit this strategy into that
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and where and where that fits,
you know, because you may find that
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they don't want to be the category
and leader like. That's a that's a
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real possibility. Sure, so it
sounds like you're what you're saying is like
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doing so much. Think about trying
to build some airtight argument for why this
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needs to be the case. One
you might be wrong. But I think
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two more importantly, like you really
need to develop that conversation with your CEO
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and understand how he or she is
thinking about it and then you use that
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information to kind of bring up that
conversation and explore it together. Yeah,
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and even finding out that background information
from other people in the company around strategy,
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so you're not going into it cold, CEO, because you may not
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have access to the CEO readily and
and you may need, you know,
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that that background. Now if you're, you know, vp of sales or
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something like that, or vp of
marketing or Cmo or something like that,
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then you have that access and you
can more readily have that conversation or know
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that information be able to position that
in a way that will get them on
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board. But it's an iterative process. I think. You know, you
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want to chip away at it because
you are talking about a strategy that takes
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the whole company. So a lot
of resources, a lot of focus.
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This, you know, in a
lot of you know, some people could
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call that distraction and, you know, not focusing on the right things.
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You know, if you have other
strategies in place that this will can flicked
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with, you have to think about
the other teams that this will affect and
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how you move forward, because it's
going to take a whole team and in
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a champion and all that. So
yeah, how about in terms of like
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bridging the guide or the divide between, like someone who's in a functional role
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and, you know, someone who's
in your position, like it's it's one
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thing if, let's say you're the
CEO and like you're already thinking about strategy,
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or maybe you're the the CEEFO,
and so you're already thinking about the
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business in general, but when you
come at things from a functional perspective,
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where that sales are marketing a product
and you want to bring up something that
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really is going to affect a lot
of things outside of your department, you
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have any thoughts on like how to
bridge that gap and kind of bring that
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up and present something that maybe is, you know, outside like your expertise
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or your perview a little bit?
Yeah, I mean it starts with relationships
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with those leaders of the all those
different pieces. So, you know,
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the last straw to fall would be, you know, the top leader right
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in. So being able to build
your case through those things, because typically
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this the CEO is going to go
and meet with them and be like yeah,
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johnsman pushing me on this thing.
What do you think about it?
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Right, and if you had already
built those relationships as that person trying to
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push this idea forward and have talk
to them and not sold it but like
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planted those ideas in their head and
getting buy in from all these different areas,
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it's going to make it easier for
that you know leader to say,
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okay, let's explore this or let's
do this or they're going to be much
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more open than if you hadn't put
in the work and the relationship building and
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the you know, putting those nuggets
into you know, those people, into
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people's minds, those ideas and planting
those things over a long time. So
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it's you know, building those relationships
internally will help build kind of your your
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case and and why you think this
is is going forward and and those people
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give you feedback where it's like your
practice run right. You don't want to
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go straight to the CEO and blow
all your capital there. You want to
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be able to build that that argument
get the feedback right. So if you're
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you know, you want to build
those alliances and build that be if you're
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the champion of this you want to
you want to build other champions with you
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and get the idea spread through the
organization. Yeah, yeah, so don't.
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Don't try to do it all yourself. Like talk to other people,
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you know, build that you know
group of others who are thinking about it
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and talking about it, and so
you've got everyone part of the process.
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They're much more likely to kind of
help you make that you're thinking better and
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you've got some support to kind of
bring that to the CEO. So it's
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not such a do or die kind
of situation. Yep, yeah, they're
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going to help you both that that
idea, how to talk through it,
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how to how to be better about
explaining the idea and and they they'll turn
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into champions for you. Sure,
I know when we brought it up to
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you, we didn't really present it
as a panacea. In fact, like
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we we called out a lot of
things that we're going to be hard about
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this and like try to point out
some of the risks. Is that?
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Is that something that like others need
to think through? Like if someone comes
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to you and they're like Hey,
I've got this thing's going to solve all
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our problems, and they kind of
gloss over the challenges or that the risks?
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Is that improve your odds of moving
forward that or do you like a
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bunch of red flags go up and
you're thinking, like what am I missing?
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I should someone think about that.
It's they're going across category design.
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Yeah, I mean obviously putting those
things there's a balance there, in my
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opinion, and it depends on your
team. Like our team is very like
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we can do them possible. So
it's like we almost like the harder things,
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like if it's a layup, we're
just like, what the heck,
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like, let's just do that,
and then you would get in trouble later
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if you you know you had these
problems. But building the case, you
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know you're going to get more buy
in or deeper hooks if you get by
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in on the tough stuff right,
and so being able to put that up
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front, I would say in our
case, worked worked well because that's just
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our personality. But it's in our
DNA. We do hard things or we
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do we do it the hard way
for some reason. So I would I
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would say it would be based on, you know, your particular situation,
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your particular personalities that you have and
in the whether it's the senior leadership group
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or yeah, kind of goes back
to what you were talking about earlier.
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With an understanding the background of where
the CEO is coming from. It's you
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know, it's you. Maybe you
add another wrinkle to that. It's not
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just about understanding how they look at
strategy, but also thinking through like what
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kind of personality they have, what
kind of things will trigger positive and negative
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emotions, and how can you kind
of frame this in a way that you
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know suits who they are as a
person? Yeah, exactly. It's,
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you know, knowing yourself and knowing
your team is key part of how you're
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gonna push ideas through the organization.
So how you do that, and you
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know the masters of that in your
organization. You know who they are and
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so you know, you know how
you present that based on what you know
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about your team and and your organization, will help you push this idea through.
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Sure, sure, so we've,
as we've talked through this and kind
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of debated it. At a certain
point we decide at it. Okay,
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this is something we were going to
do. What was that process like for
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you personally? was there a light
bulb that went off, or was was
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there a certain thing that somebody said
that kind of you know, pushed you
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over that threshold where you were confident
enough. What I did that evolved?
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Yeah, I mean the lightbulb situation. For me, it took a while
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for me to get there because,
you know, I was like okay,
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this is a good idea, let's
go through it. But the light bulb
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really came when we are looking at
the broader strategy of the business, and
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the light bulb came in when it
was how are we really going to differentiate
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ourselves in the market? You know? So we've been at this for fourteen
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years. Like I said, a
lot of money, hundreds of millions of
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dollars, have come into the space
over the last few years and so we're
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seeing competition pop up in different aspects
of our business and and strategy changes when
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that comes along, or at least
the temptation of strategy change comes into play
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when competition comes in with a lot
of money. And so when we looked
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at the broader strategy of the business
and I saw how this really fit,
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like where do we want to position
ourselves now that there's now that we aren't
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the only thing pushing the rock up
the hill and more people are validating the
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space, that this is an actual
thing that people will do. It wasn't
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this Nich or whatever. It was
like, there's real money in this space.
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It is five video personal videos finally
arrived and now it's the strategy is
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less about how are we gonna like
evangelize this to how is our DNA really
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going to differentiate us in the marketplace? Is What we can actually own and
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when at, based on who we
are and what are what our ultimate goals
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are as a business. And so
that was the light bulb that went off
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for me of where I was like
this fits into the ultimate purpose of both
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my life and bomb bombs evolutionary life, and so it was a really catalyzing
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instance that was like, okay,
Aha, I see how this fits into
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the broader strategy, the North Star, the all of those things. So
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right. I love that example because
it points out why category designer, or
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decision to pursue category design isn't something
that you can just decide on arbitrarily.
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Like you can't read play bigger or
and think well, this is a great
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strategy, let's just do that.
You really have to be in the right
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circumstances for it to make sense.
And it sounds like what you saw was
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we had kind across that threshold where
we had the right circumstances and there was
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almost like an imperative because we saw
that this, this market is taking place,
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it's growing, the category is going
to happen with or without us.
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I'm not sure if you could have
made that case just a few years ago
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even. Yeah, but because of
that situation evolving like now, you have
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not just, you know, an
understanding of category design theoretically, to the
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abstract, but you see that there's
there's a specific situation that bombomb and is
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in where this is it makes sense
for us going forward. So you're kind
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of applying it to this, to
the unique context of your own business.
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If we would have tried this maybe
two years ago, it the timing might
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have been off, or where the
the product was positioned was off, or
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the market that we were in was
off or yeah, there's an align,
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alignment of the stars that kind of
come together that have to make sense to
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make this work. Yeah, what
kind of feedback have you gotten from the
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team? As we've decided we're going
to move forward to this and you know,
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people have maybe brought questions or comments
to you about where we're headed.
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What have you heard in that process? We've gotten excitement, we've gotten pushed
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back, we've gotten we should have
always done this, we've gotten it's all
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of the above, and that that
brings you us back to the you know,
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the importance of the CEO just pushing
and going at the this to make
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sure that everybody's on board, to
one continue to push the momentum of the
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people that are excited and to squash
the people that are like man another another
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thing. You know that's just going
to Peter out, that we're going to
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make this big push for a quarter
and then this thing's going to go away
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into the ether and you know it'll
be one of those projects that didn't quite
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you know, get off the ground
or whatever. And so it's a sustained
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when you talk about a multi year, multi you know, lightning strike,
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you know, nine lightning strikes into
the future and all these things, it
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gives a little bit of a different
flare when you start talking that way to
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the people that are both on the
positive side and the negative side to rally
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around. Yeah, yeah, and
you're in to your point. You can't
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really do that so well if you're
if you're not in your position. Like
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that's a big reason. You know, it's a big part of what you
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do as a leaders keeping the team
on track, you know, over a
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long period of time. Yep,
because people forget, why are we doing
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this again? And then it's like
another pandemic or something else happens, you
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know, where it's like we have
very short term memory and so like.
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And that is what leadership is,
that is what strategy is. It's like
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no, no, you know,
I realize the world is changing. To
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do a week, but remember,
this is the playbook, this is what
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we're doing. We're being very methodical
about it. We're saying no to this,
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we're saying yes to this, and
like realigning. I mean that's literally
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my job is to get with all
of our leaders and being like, okay,
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how are we doing? What are
you on track with that? And
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when they get off track, it's
bringing them back to the alignment of where
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everybody is marching in the same direction, we're going after the same goals and
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we're pushing forward. So it's yeah, I mean that's the challenge of leadership,
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is to keep everybody march in this
directive. Yeah, I'm sure in
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the right place. So it's that's
the challenge, especially when you get differing
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opinions and views about where we're headed. Yeah, yeah, you can't.
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You got to please everyone. You
can't try to please everybody. And so
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you have these disagreements, right,
and it's like who's going to win?
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How our people heard and different personnelities. This is the knowing yourself and knowing
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your team. Like different personalities.
They don't necessarily think that that's what they
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should do, but they just need
to be heard and let that that that
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was put on the table. And
now, and now I'm all right,
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I'm not even like advocate, I'm
actually for the other way, but I
349
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needed that to be heard in order
for us to get alignment and to move
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forward. So and then other people
need we need to all be in block
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step and if there's any disagreement,
there is you know, you can't have
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disagreement or you know, that's the
extreme of that. And so you've got
353
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people that are to either one bent
or the other and you've got to take
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those things in consideration, bring the
challenges, to bring everybody along and to
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have constructive and good conflict and how
you resolve that, because we're on the
356
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same team. And we all want
the same things. Yeah, yeah,
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and so you're having to really kind
of sell and re sell this constantly,
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in consistently, which is why I
like again, it has to be something
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that ultimately you have decided on.
If it's if you're coming at it from
360
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a position where, well, this
is something the marketing team thought we should
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do, that's a really weak position
to try to get someone else on your
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team on board or, you know, talk through those concerns. Yeah,
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I mean. Well, and it's
easy to be like I'm gonna push that
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over there or when it's inconvenient or
there is conflict and you're just like beat
365
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down, like nless. You're bought
into it, man, unless it's like
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that North Star out there, or
like this is the reason why I'm waking
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up every day, like, unless
you're tying it to like deep purpose and
368
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like this is why we exist in
all of this, like you're going to
369
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easily sway away from those things in
the hard times when they come, because
370
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they will. Sure, let's shift
gears a little bit and talk about once
371
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once your team, and in your
CEO, has decided that you're going to
372
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adopt this strategy, what has your
involvement as a CEO look like as we've
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started to think through the category design
process, because you haven't been on the
374
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sidelines. This is not something that
you just kind of signed off on and
375
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said let me know when you guys
are done. You've been right there with
376
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us working through all this. So
to tell me a little bit more about
377
00:28:57.099 --> 00:29:03.819
that. Well, I've gotten a
lot of homework thanks to you, welcome,
378
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which which is a good thing.
But the process has been you know,
379
00:29:10.849 --> 00:29:17.849
we talked about this the details right
like wrestling through both the WHO the
380
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best best fit customer is what is
our point of view, and we're in
381
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the middle of the process right now, and so like bringing all of those
382
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things together has been it's been awesome
because it puts you right in the middle
383
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of frontline people to marketing. It
touches everything, and so it's a different
384
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approach than our management style has been
in the concept of your bringing strategy through
385
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the frontline and hearing things you wouldn't
necessarily here in a problem setting. So
386
00:29:56.380 --> 00:30:02.619
like typically you're just getting all the
problems every day and in this you're taking
387
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strategy all the way through and non
inspiring strategy, which is how I've kind
388
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of led in the past. Is
is strategy is all about, you know,
389
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inspiring where we're going and what's the
vision of the company and what we're
390
00:30:15.769 --> 00:30:22.759
doing. There's a piece of that, but bringing people into that process through
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all of the whether it's marketing,
customer success, you know, sales,
392
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all of product, all of these
things and bringing people along through this process
393
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has been a really cool thing to
watch. We still got a lot of
394
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work to do, but it's a
glueing together of things. It's the it's
395
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the glue that holding us together and
bringing us together. I think is the
396
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exciting part of it. So's it. Give me one specific example of that
397
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you like. You mentioned customers success
and working with that team. What's the
398
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way that you were able to interface
with that team that was different from how
399
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you done things in the past?
So, for instance, you know,
400
00:31:00.460 --> 00:31:07.289
we went through and you did the
customer best fit and not best fit customers
401
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and you got the feedback from them. So I actually watched this through a
402
00:31:10.289 --> 00:31:15.329
video. I wasn't on the actual
meeting, but was able to basically hear
403
00:31:15.490 --> 00:31:22.240
from them their perspective of our best
fit customer, because I have my opinions
404
00:31:22.400 --> 00:31:26.519
and all the things that I've heard
and all of that, but hearing just
405
00:31:26.880 --> 00:31:32.599
each individual through that, you know, forty five minute video of you asking
406
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questions about those two questions and the
opposing pieces to that made me then go
407
00:31:41.230 --> 00:31:45.269
to a couple of them and be
like tell me about what you mean about
408
00:31:45.710 --> 00:31:52.220
how you think older people aren't as
good on video and then was able to
409
00:31:52.420 --> 00:31:59.019
get an interaction with, you know, that salesperson. This person actually was
410
00:31:59.099 --> 00:32:02.329
in sales and then he went to
see us and was able to actually think
411
00:32:02.410 --> 00:32:07.609
about it in a different way of
where it was like, that's interesting that
412
00:32:07.690 --> 00:32:12.809
it's either a perception issue by that
person or we have a real problem and
413
00:32:12.890 --> 00:32:16.640
getting to the bottom of, you
know, age or getting really to that
414
00:32:17.680 --> 00:32:25.200
best customer fit or opportunity for a
market might even might even be there where,
415
00:32:25.680 --> 00:32:31.309
you know, people might not think
older person that is not tech savvy
416
00:32:31.549 --> 00:32:36.150
isn't a good customer, and then
you could look at it as an opportunity,
417
00:32:36.190 --> 00:32:40.230
as a way for us to actually
meet that market demand and being able
418
00:32:40.230 --> 00:32:45.099
to make those decisions. So sure, it's Um so it's just it was
419
00:32:45.180 --> 00:32:52.180
just a great way to like have
a different view then my one way view
420
00:32:52.299 --> 00:32:55.059
of harbor as this is who our
customer is all of that and being able
421
00:32:55.180 --> 00:33:00.329
to mix that up from all different
angles of both customer and through our teams,
422
00:33:00.890 --> 00:33:06.569
as a way to really solidify who
the best customer fit is, because
423
00:33:06.609 --> 00:33:09.849
that's very hard for a company like
ours. That in the way we've been
424
00:33:09.930 --> 00:33:13.799
built. Yeah, yeah, so
as we've been thinking through, yeah,
425
00:33:13.839 --> 00:33:16.440
how to build that point of view
and you know, what types of people
426
00:33:16.440 --> 00:33:21.599
are best going to respond to that
message, based on the thousands of people
427
00:33:21.599 --> 00:33:24.319
who use the platforms in the software
today, like you've been able to get
428
00:33:24.319 --> 00:33:29.549
that directly. I should point out
we're not we're not having conversations to ask
429
00:33:29.589 --> 00:33:32.589
customers what they want or what the
solution is. We're trying to understand,
430
00:33:34.230 --> 00:33:37.309
you know, what kind of people
are responsive to the kinds of things we've
431
00:33:37.349 --> 00:33:40.740
already been doing so we can know, like, where to take that message
432
00:33:40.779 --> 00:33:45.900
elsewhere. And and you're getting instead
of you thinking of that in the abstract
433
00:33:45.900 --> 00:33:50.579
or maybe something you did and two
thousand and ten or two thousand and fifteen,
434
00:33:51.059 --> 00:33:54.460
you're getting that feedback directly from people
who are talking with customers and it
435
00:33:54.539 --> 00:34:00.289
sounds like that's able to help you
think through this whole category narrative at a
436
00:34:00.289 --> 00:34:05.809
much deeper level than if you hadn't
had those conversations. Absolutely. Yeah,
437
00:34:05.970 --> 00:34:10.480
it's change the way I look at
it and it's solidified what I think is
438
00:34:10.559 --> 00:34:15.079
been in our DNA from the beginning, because you see the patterns and then
439
00:34:15.119 --> 00:34:22.480
it just helps you narrowly focus where
you should be going instead of a broad
440
00:34:22.079 --> 00:34:27.469
at where you know, you get
take in and all these directions and it
441
00:34:27.630 --> 00:34:32.630
just causes confusion through the organization,
confusion on your messaging, confusion with your
442
00:34:32.710 --> 00:34:39.260
customers, confusion and product and when
you can really narrowly focus those things,
443
00:34:39.460 --> 00:34:44.539
and this is like basic things that
everybody here's and knows they should do,
444
00:34:45.380 --> 00:34:52.219
but an actual practice is probably the
hardest thing to actually pull off and execution,
445
00:34:52.460 --> 00:34:57.010
and so the discipline of it is
just been it's been great. Yeah,
446
00:34:57.250 --> 00:35:00.769
good. If we were to go
back and go through this process again,
447
00:35:00.170 --> 00:35:02.929
what would you do differently or what
would you have the our team do
448
00:35:04.050 --> 00:35:07.599
differently? That's a great question.
I don't know if I'd necessarily do anything
449
00:35:08.119 --> 00:35:16.239
differently. It's having like being being
handed another book to read, like literally
450
00:35:16.280 --> 00:35:20.400
every day somebody's like, you should
read this book, you should read this
451
00:35:20.480 --> 00:35:22.670
book, you should read the book
you know and I read the book and
452
00:35:22.750 --> 00:35:27.789
I was like Ah, but you
know, sometimes it doesn't connect with me
453
00:35:27.869 --> 00:35:32.429
or whatever when I read books.
And the presentation that you gave to the
454
00:35:32.510 --> 00:35:38.940
team, giving that through the whole
organization maybe first, and I know you
455
00:35:39.059 --> 00:35:44.139
did do a couple of teams,
but like get the leadership team bought in.
456
00:35:44.380 --> 00:35:50.010
Way You did the presentation on the
kind of case for category creation and
457
00:35:50.650 --> 00:35:54.329
the play bigger kind of framework and
all of that was bringing that to maybe
458
00:35:54.409 --> 00:36:00.769
the broader team earlier in getting more
buy in. I think through the whole
459
00:36:00.929 --> 00:36:05.119
team would have helped in those people, even at the higher levels of where
460
00:36:05.119 --> 00:36:08.599
they're you know, able to be
like you know, this is another thing,
461
00:36:08.960 --> 00:36:14.280
or whatever. Sounds like. What
you're saying is you can't really you
462
00:36:14.519 --> 00:36:17.239
can't go too far in terms of
like trying to get that the leadership team
463
00:36:17.239 --> 00:36:21.429
on board before you bring this to
the CEO. If you were to,
464
00:36:21.949 --> 00:36:23.309
in other words, if you were
to air on one side of the other,
465
00:36:23.469 --> 00:36:28.349
like definitely are on the side of
like getting having more conversations, getting
466
00:36:28.389 --> 00:36:30.630
more support, getting more buy in. Yep, you can't really do too
467
00:36:30.710 --> 00:36:35.380
much of that before you, you
know, had that conversation which your CEO.
468
00:36:36.019 --> 00:36:38.699
Yeah, yeah, yeah, which
is kind of it's a double edged
469
00:36:38.780 --> 00:36:43.820
sword. You got to kind of
do both things, like all at once.
470
00:36:44.579 --> 00:36:49.530
It's a whole company things. Like
way you do that is building it
471
00:36:49.730 --> 00:36:53.409
through the you know, the whole
organization and this and kind of doing the
472
00:36:53.489 --> 00:36:58.050
same work with the CEO's and yeah, that's a good point, because it's
473
00:36:58.050 --> 00:37:00.170
not like you know everybody, but
to see you is talking about it and
474
00:37:00.210 --> 00:37:04.920
then one day it's like surprised,
we all came together and like this is
475
00:37:05.000 --> 00:37:07.960
something that we have to do,
like it's this two parallel streams of work
476
00:37:08.159 --> 00:37:10.920
and then they have to converge at
the end. Yep, yes, so
477
00:37:12.000 --> 00:37:15.110
I felt like it's gone off pretty
well, you know, the way we've
478
00:37:15.190 --> 00:37:20.230
approached it and, you know,
having somebody from the Appeel, like,
479
00:37:20.909 --> 00:37:23.789
not that you were from the outside, but you had just started with us.
480
00:37:23.829 --> 00:37:28.110
So, like, I think that
was a huge thing and not a
481
00:37:28.150 --> 00:37:30.500
lot of people can do that,
whether you're bringing a consultant to do it
482
00:37:30.780 --> 00:37:37.260
or somebody else. But like following
the framework and building it out is,
483
00:37:37.420 --> 00:37:42.219
I think, really well thought out
and I you know, there's not much
484
00:37:42.260 --> 00:37:45.329
I would change there, I don't
think. Cool. Before we go any
485
00:37:45.369 --> 00:37:50.969
other advice you want to give to
another CEO or someone in a similar position
486
00:37:51.010 --> 00:37:54.050
who's thinking about the strategy. You
know, we've talked about this a lot.
487
00:37:54.409 --> 00:37:59.960
It is a whole, like you
got to believe in it because it
488
00:38:00.159 --> 00:38:04.800
is a whole thing that will touch
you know, just even in our experience
489
00:38:04.840 --> 00:38:09.599
it's a work in progress and you
got the naysayers and hey, what about
490
00:38:09.679 --> 00:38:13.829
this and what about that, and
like how does it touch this and how
491
00:38:13.909 --> 00:38:16.110
does it affect that and all this. So like, yeah, I mean
492
00:38:16.190 --> 00:38:22.349
you got to be bought in.
And then makes it sound like we've had
493
00:38:22.429 --> 00:38:25.949
a lot of people mad about this
or whatever it. That's not the case.
494
00:38:27.110 --> 00:38:30.099
But, as everybody knows, like
pushing something through, it touches every
495
00:38:30.179 --> 00:38:36.300
aspect of the business and so like
it's going to take a whole a whole
496
00:38:36.420 --> 00:38:38.579
community of people to be able to
push this thing through. So I would
497
00:38:38.579 --> 00:38:42.929
just say you got to be bought
in a hundred percent and it can't be
498
00:38:43.289 --> 00:38:46.409
this side project like that. Marketing
helps that. You're like Oh, yeah,
499
00:38:46.489 --> 00:38:50.289
bought into it, it's great,
I'm fun with that. You know,
500
00:38:50.409 --> 00:38:55.320
we've I've done that before, and
those have particularly failed to get the
501
00:38:55.440 --> 00:39:00.639
traction. Then youtube all right,
good stuff. If appreciate all the advice
502
00:39:00.719 --> 00:39:04.920
you shared. This won't be the
last of questions I have for you.
503
00:39:05.000 --> 00:39:07.719
Are the last discussion we have around
category design, but yeah, appreciate everything
504
00:39:07.719 --> 00:39:10.590
that you've shared so far. If
one of the one of our listeners,
505
00:39:10.630 --> 00:39:14.630
wants to get in touch with you
and maybe ask a question about what you're
506
00:39:14.670 --> 00:39:16.670
up to, what's the best way
for them to do that? Honor at
507
00:39:16.710 --> 00:39:23.579
bombomb conr got it all right,
thanks, Connor. Yep. Okay.
508
00:39:23.739 --> 00:39:28.780
Well, that reps up this episode
of the Category Creation Series. I hope
509
00:39:28.780 --> 00:39:31.500
you enjoyed it and I hope that
this episode helped you in some small way
510
00:39:31.820 --> 00:39:35.619
to become a better marketer. Now, if you want to get in touch
511
00:39:35.619 --> 00:39:39.170
with me, you can just head
to John Dot Marketing in your browser or,
512
00:39:39.289 --> 00:39:43.570
of course, you can find me
on Linkedin. Thanks for listening.
513
00:39:43.730 --> 00:39:47.929
I'll see you next time. One
of the things we've learned about podcast audience
514
00:39:49.010 --> 00:39:52.519
growth is that word of mouth works. It works really, really well actually.
515
00:39:52.880 --> 00:39:55.599
So if you love this show,
it would be awesome if you texted
516
00:39:55.719 --> 00:40:00.039
a friend to tell them about it
and if you send me a text with
517
00:40:00.119 --> 00:40:02.440
a screenshot of the text you sent
to your friend, Metta, I know
518
00:40:02.920 --> 00:40:06.840
I'll send you a copy of my
book, content based networking, how to
519
00:40:06.960 --> 00:40:09.510
instantly connect with anyone. You want
to know my cell phone numbers. Four
520
00:40:09.510 --> 00:40:15.110
hundred seven, four nine hundred,
three hundred and thirty two eight. Happy
521
00:40:15.190 -->
texting.