who

identify those process areas that don't work, but keep going with the workaround and thank them and then dig in.

And my recommendation would be, so you know this process better than anyone, and whatever we said in the process is not working.

What do you think we need to do? Get their idea.

And then let them take ownership of what the process should be.

Now, maybe the process is wrong and the workaround is better.

So change the process.

Cool.

not really the truth.

What actually happens is that the acquiring company's culture dominates because they have the power.

The acquired company's people feel like their identity was erased.

The best talent, the ones with options, leave first.

And so even though it's...

Maybe it has great intentions.

We'll keep the best of both, but that means almost double the work because that means you have to make adjustments on both sides.

so,

And that's fine.

Yes, it is.

So...

This isn't for the listeners.

This is tonight's topic.

And you might be saying, wow, you guys are really going on long.

You know, you've gone 20 minutes on this.

I think they really do run the company for the most part.

Right.

But, you know, somebody launched the initiative and believed in it, so they had a lot of energy.

They talked about it.

It was really important.

It was solving problems.

It's where we needed to go, um, perhaps strategically f- or to m- cer- meet certain goals.

So those people, they start with a whole lot of energy, but then the- Everyday company life happens, and they, that leader or sponsor might be moved off to a new crisis.

Well, cool song.

part

of that process that's outlined in the book, but if before you ever quote something, the prospect should already have said out loud, the size of their problem, the cost of not doing anything, or doing nothing.

Same thing, but let's keep it the other way.

And what solving it is worth.

Because when they quantify the value, their of what you can do for them, your price becomes a fraction of their number.

And when I get to the next point, I'll explain that in more detail.

But this isn't manipulation.

that

Peter.

And tonight I wanted to talk about a topic that is titled, The Change Everyone Agreed To.

Oh, and nobody did.

And it falls into, you know, when we're looking at change initiatives and conversations about things we need to do, we always have the best intentions and people get excited.

And then it comes around to many things that fall through the cracks because no one did it.

So there's a difference between... having a stated agreement and actual behaviors that people, that you can see in people.

And so why is it that, or how are the various ways that people agree to change, but they don't follow through? And it can be really frustrating for a lot of people Because if I say if someone says yes to me, then I expect it to be, you know, followed through on.

So those are some of the thoughts I was thinking as you were talking about the different points that you were referencing.

Yes,

I'm American, but I've been here for almost 15 years now, and so I'm very much embedded into the culture.

So, yeah.

So Peter talked about the title of this, and hopefully you're all buckled in, CEOs, because the title for tonight's show is The Data That Should Scare Your CEO.

So what is the data... that CEOs should be leery of and scared of.

Now, maybe you'll hear some of this and say, oh, yeah, OK, I get that.

I know that.

Now,

yeah

yeah so the reason i wanted to bring up these these warning signs or red flags was because if we If we are less, if we can, and if it's a larger company, there's some cushion and stuff.

If you're a solopreneur, that's harder because sometimes you take the client because you take the clients.

But if you see these signs at the beginning, it should be a signal to at least understand pause or go a little bit more intentionally or maybe ask some different kinds of questions.

And I know that's very hard because salespeople are trying to get the sale and their commission, their quota, their whatever.

But yes, if a salesperson, if they think just about themselves, they can get the client and then whatever happens is someone else's problem.

But the company itself, you know, if you're paying indirectly or directly through hours and time and expenses and emotional through other departments, I think it's really important for a company to step back and do exactly what you said you did.

And I'm imagining that you deal with that as well.