Why Don't We Tell Each Other What We Know?

Speaker A: I'm making this episode sitting on my couch pondering, pondering many natural human behaviors that I think we've all seen from colleagues, collaborators, leaders, maybe even ourselves. And that natural human behavior that I just keep seeing and I'm trying to desperately understand not how it happens, I understand how it happens. But why, like, what is, what is the true, like the true reason behind when so many. And I'm not just talking leaders, I'm not just talking peers, I'm not just talking direct reports, I'm talking just anyone. No matter how you slice it or dice it, whether you report into me, I report into you. We're peers. We are, you know, CO VPs, we have the same title. I don't care what we do. If there are nuances and data points in context that you believe impacts the customer, impacts a um, piece, an element, a step in a process that will inevitably impact how the customer will feel. And you and I are on the same page, the same team, a part of those processes together. It is your duty, it is law. It is objectively not an option for you to transparently and proactively build systems to be very direct, very collaborative and have shared ownership and team ship. As it pertains to uh, notifying those that you work with about those nuances and about that context that could potentially affect that small little piece of their, of their job, that small cog in the overall bigger wheel that we all know will inevitably impact the customer at some point if that is not fixed. But if we see it or if we know something and we know that it can affect, or it should affect, or it could affect or it will affect not just a customer, but my colleague, my friend, my partner, my, my brother, my sister, my, you know, my, my person, whoever, whoever you work with. In my personal opinion, I just genuinely believe that relationship that day to day grind, that day to day effort towards a larger mission and goal. And maybe it's my sports background, I don't know, but I just feel like, isn't it kind of like the most human being, common sense thing to transparently connect the dots for your colleagues around all things? Isn't it like the best idea to have extreme skill set and talent when it, when it comes to internal communications? Isn't it the best idea to have culture that lives and dies on? How much can I share with my direct report, my peer, my colleague that will provide them enough transparency, enough clarity, enough nuance around pricing, around uh, product, around bandwidth, around wants, needs, desires, things you heard, things you know that are true, things that are changing. I don't care what it is, as fast as humanly possible? Don't you think that is a smart idea for that person, for that colleague, for that friend to be able to perform their job more effectively, to do their job better, to do what we all know will help them them make that customer experience, journey, product thing better? And guess what happens when you do that. I have a really big secret for you. All things work better, more consistently, and you create repeatable motions. And guess what happens when you create repeatable motions. You create money. Money. Money comes. Money comes when things are clean. Money comes when things are aligned. Money comes when you're transparent. Money comes when you're honest. Money comes when you can fight through the hard times because you're honest. Money comes when you find people that can get around alignment very quickly. And m. And money comes when you put your money, your tools, your systems, where your money, you know, where your mouth is. If you are screaming to the tippy tops of the mountain that you care about alignment and that your organization or your team will live and die by that, then that shows up everywhere. That shows up in your internal communications. That shows up in your recruiting. That shows in. That shows up in how you hire, how you fire. That shows up how you communicate to your team on a Monday, on a Tuesday, on a Wednesday, or on a Thursday, on a Friday. That shows up when there is something that you know will objectively change the outcome of this business forever or for the future, foreseeably, or for the next hour. I know I'm coming up with really horrible examples here. If you know something, how quickly can you communicate to your team? How quickly can you tell them? How quickly can you get everyone on the same page? These are questions that I have now to get back to the punchline on this. Why? Why? Why does this happen? Why? Why is this a thing? Why? I asked the question why? And like I said, I'm, um, asking it from a humanistic lens. I'm asking it from a perspective that connects to, in my humble opinion, the most clear path that we all should know, that we all should lean into, that we all should care about, which is consistency, proactive. A proactive look and lean into and lens when it comes to, when it comes to creating productivity. Like everything that I said in this episode today, and why I'm pausing too, why this kind of feels a little bit of a different energy and vibe is frankly, because I'm getting exhausted of that not happening. I'm getting exhausted of not seeing great internal communication systems I'm getting exhausted when people just don't speak to each other. I'm getting exhausted when, when there's not a system, a rule book, a playbook, and understanding a natural behavior of, hey, listen, the new information that I've encountered around our, our pricing, our product, our bandwidth, our team, my desires, our wants, our needs, the market, what have you. The second I get new information that can shift any of those things, I'm not even talking dramatically, just slightly. I'm notifying everyone. I'm. No, I'm. I am telling anyone that could remotely have something to do with it, and I'm explaining to them how this impacts them, what I'm going to do about it, what my hypothesis is, what I think, how I'm thinking. I want to know what they think. I want to empower them to give me as much data that they have that can reshape, make it better, make it worse, reformat, what have you about the thing. Like, I want to go there because the faster I can do that is the faster I can have more data points that can help me make the right decision. This is shared responsibility I'm talking about. This is that thing I call team ship. This is what I love. This is all I know, and this is how I live. And when you have companies that live that way and when you have leaders that are designed that way and that think that way, at some point you'll have success. At some point, you'll find yourself in really interesting situations. Uh, so, as always, just a few thoughts, just a few perspectives. Let's talk soon.