Latest / Beyond Fulfillment Podcast / From Lemonade Stands to Bestselling Author and Culture Expert: Chris Dyer's Entrepreneurial Story

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From Lemonade Stands to Bestselling Author and Culture Expert: Chris Dyer's Entrepreneurial Story · Beyond Fulfillment Podcast

• 0:00
  Chris Dyer is a best selling author and professional speaker who has spent over 20 years as an entrepreneur.
• 0:08
  Chris shares his journey from starting a lemonade stand to founding People G2, a human capital company he successfully ran for over two decades before selling it in 2021.
• 0:20
  In this episode, Chris discusses the pivotal moments that shaped his career, including how he changed his company's culture to overcome challenges and facilitate.
• 0:32
  He introduces the seven pillars of a great company culture and shares insights into why many organizations struggle with fostering a positive work environment.
• 0:43
  Chris also delves into his transition to becoming a keynote speaker and author, offering valuable advice for both businesses and employees.
• 0:53
  Tune in to learn from Chris's wealth of experience and discover how you can implement these lessons in your own entrepreneurial journey.
• 1:01
  As always, if you found value from this content, please like and subscribe.
• 1:06
  Hello everyone, and welcome to another episode of the Beyond Fulfillment podcast.
• 1:11
  I'm your host, Dave Gulas, and this week my guest is bestselling author and professional speaker Chris Dyer.
• 1:19
  Welcome, Chris.
• 1:20
  Hey, thanks for having me, Dave.
• 1:22
  Yeah, we appreciate you being here.
• 1:24
  So, Chris, we were just talking off camera and you've been an entrepreneur for well over 20 years, and even longer if we count the lemonade stands.
• 1:34
  Could you.
• 1:35
  Could you just like, tell us about your backstory and how you got to where you are today?
• 1:40
  Yeah, I don't know why, but I've always wanted.
• 1:42
  I've always had this entrepreneurial thing about me.
• 1:45
  I don't know if it's learning it from my grandfather and uncles and other examples, but, you know, we mentioned the lemonade stand.
• 1:51
  If I needed money, I would go and, you know, find a way to get it.
• 1:55
  And I've always just kind of had that thought process of how do I build my own thing, how do I go and succeed at that?
• 2:02
  And along the way, you try a lot of things and you fail more, more way more times than you're successful and kind of learn a lot of lessons along the way.
• 2:11
  I was really fortunate to have a company for 20 plus years that I sold at the end of 2021.
• 2:16
  Kind of had my big exit there where I managed thousands of people and that kind of that work and what we did there and the success that we had there kind of has catapulted me into writing books and
• 2:30
  public speaking and advising companies on culture, on communication, and also sales.
• 2:36
  Okay, and so what was that company that you had for 20 years?
• 2:40
  Yeah, it was called People G2.
• 2:41
  We were a human capital company.
• 2:42
  We did background checks and drug testing and assessments and personality thing.
• 2:47
  You Know if you're hiring somebody, you used us to make sure they were.
• 2:51
  They were who they said they were.
• 2:54
  Okay.
• 2:55
  And so how did you get into.
• 2:56
  To that industry specifically?
• 2:59
  I just total dumb luck.
• 3:00
  Like a vendor of another job I was in had a job opening, and I went and worked for them.
• 3:06
  And then my boss there was a terrible, terrible human being.
• 3:10
  And so I learned the business and I went, started my own.
• 3:14
  Wow.
• 3:15
  Okay.
• 3:16
  All right.
• 3:17
  So you stumble into the human capital industry, and you have a bad experience with a terrible boss, and you decide to go start your own company.
• 3:28
  And you were like a young kid, early 20s at that point, right?
• 3:31
  Yeah, yeah, exactly.
• 3:33
  So and I.
• 3:34
  I saw in your.
• 3:35
  Your.
• 3:36
  Your website video that you.
• 3:38
  You started this right after 9 11, and you said you were too young and too.
• 3:42
  Too stupid to not to know.
• 3:44
  Not to start a company during a recession and right after a terrorist attack, but to take us back to that time as a young, ambitious, hungry kid that's always had this entrepreneurial drive.
• 3:54
  And you just, like you said, you weren't afraid to fail.
• 3:57
  You just went in and did it.
• 3:58
  What was it like starting that first company?
• 4:01
  You know, it was the right time.
• 4:05
  I kind of, you know, I was doing some work.
• 4:08
  I was coaching for.
• 4:10
  For many years while I was going to college.
• 4:12
  And when I kind of came out of college, I wasn't exactly sure what I wanted to do.
• 4:16
  And so, you know, you got to pay the bills while you're trying to think about that.
• 4:20
  And along the way, I got a house and I got a car, and I got suddenly very safe.
• 4:25
  You know, this.
• 4:26
  I'm in this insulated, kind of very safe thing where I was working at this hotel and helping open hotels.
• 4:31
  And that was exciting and fun.
• 4:33
  It was out in West Hollywood, but I was also driving, you know, two to four hours a day in traffic.
• 4:39
  I got this other opportunity, and it was closer to home.
• 4:43
  And when 911 happened, it was like someone had released me from a spell.
• 4:48
  It was like, hey, idiot, you're not supposed to be working for somebody else your whole life.
• 4:53
  You wanted your own business.
• 4:55
  You've always been entrepreneurial.
• 4:56
  But I got kind of, you know, I had a job, I was safe.
• 5:00
  I had a car payment, I had a mortgage payment.
• 5:02
  And so it's easy to kind of fall in that rut of, I'll just work for somebody else.
• 5:06
  And that moment for me was this huge awakening of like, oh, life's too short.
• 5:13
  Why?
• 5:14
  Why am I not doing what I've always wanted to do?
• 5:17
  And so by November 1st I had a building, I had a company and we, and we got to work.
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• 5:49
  Okay.
• 5:50
  And so what at that time too, like, so clearly the, the, that experience really spurred you into action quickly.
• 5:57
  If you got a lease and really got everything in motion basically right away.
• 6:02
  I mean, what, what was the biggest surprise about going off on your own?
• 6:06
  Maybe something that you, you didn't see see coming.
• 6:10
  You know, I think part of it was how many people were willing to help that wanted to bring my, bring me business, help me, support me, do whatever they could.
• 6:22
  I mean, I was sort of.
• 6:23
  You think about entrepreneurship sometimes as this lonely journey and you know, if you're sharing and you're, you're kind of open and honest about what you're going through, it's amazing the people that show up to help you.
• 6:34
  So I had friends and family come and work in the business a lot, sometimes for free.
• 6:39
  You know, they would come and just help me do stuff.
• 6:41
  And you know, until we got going enough, you know, people that would, didn't need to give me their business and probably were taking a big risk by having me do it when we were just starting out and just
• 6:52
  trying to figure it out.
• 6:54
  And they were like, hey, you can have my business and you know, we'll help you out.
• 6:58
  So it was kind of amazing how many people were there to had my back.
• 7:02
  Okay.
• 7:03
  And so as you're figuring it out, as you're learning how to, how to build and run a company in this, in this new field, like, what was the scaling process like?
• 7:13
  I mean, did things take.
• 7:16
  Take off right away or was it like a long journey to really grow the company?
• 7:20
  You know, the.
• 7:22
  From zero to a million was very quick.
• 7:25
  We, I had some very specific good ideas early on about how to market the company that worked really, really well.
• 7:32
  And at some point, some of those ideas were no longer kosher and the rules and the laws had changed a little bit about how we were sending people advertisements and things.
• 7:41
  And so kind of went up very quickly and we plateaued for a while and then we had to kind of refigure it out and hire traditional salespeople.
• 7:47
  And then again we shot up and then we plateaued for a while, and then eventually I ended up changing the culture.
• 7:54
  And when I changed the culture, that was our big.
• 7:57
  No longer did we ever have plateaus.
• 7:59
  It was always grow, grow, grow.
• 8:00
  And we always had.
• 8:01
  Maybe you have Covid.
• 8:02
  You have a.
• 8:03
  You know, you have a recession or something in there that might have some natural changes, but outside of outside forces, we then consistently grew.
• 8:12
  Okay, and so what.
• 8:14
  What led you.
• 8:15
  What led you to changing the culture?
• 8:18
  Well, it was, you know, the big recession in 2008 hit, and I was looking around for ideas and wondering why my people weren't coming with great ideas.
• 8:27
  And they were all essentially kind of sitting there looking at me, waiting for me to come up with all the answers.
• 8:32
  And I was really frustrated by that.
• 8:34
  But I realized after a couple days of reflection and looking in the mirror that I had sort of created the culture where I was the idea guy, where I was the one who would save the day, that I
• 8:46
  was the idea person and they were the doers, and that wasn't right.
• 8:52
  And so I had to kind of figure out how to change the culture so that everyone was invested, everyone felt free to give ideas and to push back, even on me if I had an idea and it wasn't
• 9:03
  a good one, that they should be able to raise their hand and be like, I don't know about that.
• 9:07
  Right.
• 9:07
  Or that we need to think about that.
• 9:09
  So it.
• 9:11
  It was.
• 9:11
  It came out of necessity to save the company back because we.
• 9:15
  We had heavily invested in mortgage companies, and they were our number one client because they were hiring so many people.
• 9:22
  And then all of a sudden, like, every mortgage company went out of business.
• 9:26
  So we had to weather that storm of losing business, losing 40% of our receivables were uncollectible.
• 9:33
  And we had to figure out how to save the company by changing the culture.
• 9:37
  Okay, so when you have that epiphany, so to speak, of now that this needs to be done, what.
• 9:43
  What was the process of changing the culture like?
• 9:46
  Well, I didn't really know what I was supposed to change it to.
• 9:49
  And so part of that first process was, well, what is the blueprint?
• 9:54
  And I.
• 9:54
  I couldn't find a blueprint.
• 9:56
  I could find pieces.
• 9:57
  I found a lot of thought leadership around engagement or how to run a company.
• 10:01
  But the blueprint for culture, maybe it was out there, but I couldn't find it.
• 10:07
  I read hundreds of books, and so it was really figuring out what that blueprint was.
• 10:10
  And we did a lot of testing, experimenting, learning.
• 10:14
  And I end up figuring out these seven pillars that worked fantastically well for us.
• 10:19
  And then we've been able to kind of, through science and, and studies, been able to figure out that the best companies in the world are also really great at these seven.
• 10:27
  And, you know, if any company wants to get good at culture, they got to get good at these seven pillars, and their organizations will radically change.
• 10:37
  Okay, and so, so let's.
• 10:38
  Can.
• 10:39
  Can you share what those seven pillars are with your audience?
• 10:41
  Sure.
• 10:42
  So transparency, positivity, measurement, uniqueness, listening, recognition, and mistakes.
• 10:53
  Ah, okay.
• 10:55
  So those are the seven pillars of a, I guess a great company culture.
• 10:58
  You would say, Right.
• 10:59
  So you got to be good at all seven of those things.
• 11:01
  You got to be radically transparent with your people, got to deal with mistakes in a positive way.
• 11:06
  You got to have a recognition program.
• 11:08
  You got to measure what matters.
• 11:10
  I mean, these, these are all the big building blocks.
• 11:12
  And I sort of can go into detail into any one of these that you want, but those are the big giant things.
• 11:17
  And often organizations, when I go to work with them, will say, you know what?
• 11:22
  We're good at these five.
• 11:23
  But, like, these two.
• 11:25
  Yeah, that's.
• 11:26
  We.
• 11:26
  We're not so good at that.
• 11:28
  And that's where we can make real meaningful change.
• 11:31
  Yeah.
• 11:31
  And so we'll get into.
• 11:33
  To kind of your current work that you're doing today.
• 11:35
  But, you know, we hear so much about company culture, and I, I see a lot with, whether it's people I know or even on LinkedIn, to where people talk about, you know, how important it is to.
• 11:48
  To leave like a.
• 11:50
  The wrong culture right away, if you're an employee, for instance.
• 11:53
  And I mean, just.
• 11:54
  I guess the broader question I have is why do you think company culture is like.
• 11:59
  So many companies today are lacking a great company culture.
• 12:04
  There's a few reasons.
• 12:05
  One is they are overconfident.
• 12:08
  They believe they have a good culture because they say it and not because it's really true.
• 12:13
  So I, I can't tell you how many CEOs I meet.
• 12:16
  I walk up and they'll find out I do work on culture, and they'll say to me, oh, we've got a great culture.
• 12:21
  You know, I've got an open.
• 12:23
  And like, literally, that's the number one red flag, because I've never met a CEO who has a great culture that actually says that to anybody.
• 12:31
  Right.
• 12:31
  They know it takes work.
• 12:33
  They know what it means, and they almost would never dare say that, even though they probably do have a great one.
• 12:40
  I don't know.
• 12:41
  It's like, it's like Saying I got a lot of muscle.
• 12:43
  Like if you worked out or something, like someone who really works out, like they would never walk around going, I have a lot of money.
• 12:47
  You can see it like you know it, right?
• 12:49
  So that's kind of like number one.
• 12:52
  Number two is they often don't understand the value between doing the work and creating that great culture and what it's really going to do for them.
• 13:01
  They get overly focused.
• 13:03
  And, and, and I get it.
• 13:04
  I was that way too for the first seven years of my business.
• 13:07
  Overly focused on sales, on marketing, on customer service, on product development, on what, what we're offering, what we're doing, how are we, you know, what are our competitors doing?
• 13:17
  You can get so wrapped up in that, that the culture stuff you kind of ignore.
• 13:23
  Maybe you throw a party every once in a while or whatever, but like you can kind of get distracted from that.
• 13:30
  And I, I often kind of use exercise or as health, you know, personal health as a good example.
• 13:35
  Right.
• 13:35
  We can go through our day to day stuff, we can get busy and like suddenly we look in the mirror and we're fat.
• 13:39
  And like you haven't been exercising, you haven't been eating right.
• 13:43
  And we know we're supposed to do that stuff, but we get busy with everything else.
• 13:48
  And so a lot, oftentimes that's a, that's the problem.
• 13:53
  And so if they can get more focused and more diligent, disciplined, I might say, even about creating a great culture for their organizations and spending more time on that than anything else, always 100% of the time we see
• 14:13
  companies get higher profits, higher productivity and higher performance.
• 14:18
  And I don't know any CEO or business owner or senior leader out there that doesn't want those more of those three things.
• 14:25
  Okay, so let's, let's dive into the, the work that you're doing then.
• 14:31
  So you had your big exit in, in 2021.
• 14:35
  Right.
• 14:36
  And I mean, let's just touch on that for like what, what led to the exit?
• 14:39
  Was that your plan or did it come about otherwise?
• 14:43
  You know, I think sort of coming out of COVID I had been started in a recession, been through another big recession.
• 14:50
  We made it through Covid.
• 14:51
  You know, those are three pretty big events to go through and to carry all of that weight, all of that responsibility, you know, for, for the organization and all the people that worked for me.
• 15:05
  And so I think I was open to the idea and it didn't hurt that because of all that PPP money, all that Covid money, like a lot of big Institutional investors were looking to put larger amounts of money
• 15:21
  than they've ever had in a while somewhere to invest.
• 15:25
  And so people came looking for companies and they were willing to pay top dollar.
• 15:30
  And so we got the right price at the right time with the right buyer, who was somebody who had experience in our industry, wasn't just somebody who was.
• 15:38
  Didn't understand our business and was going to be bad to our employees or whatever.
• 15:42
  So it just all kind of like right place, right time, it worked out and felt like the right time to go.
• 15:47
  Okay, so that happens, you make the exit and.
• 15:53
  And what happens next?
• 15:55
  Well, I mean, I did a year with the company to help the transition and really focused a lot on marketing and had a lot of fun with that part of it.
• 16:03
  And then, you know, I just sort of found that people started asking me.
• 16:06
  They heard I sold my company and they wanted me to come and advise on sales, on marketing, on how to create a high performing culture that they had seen what we had done from a growth perspective, and they
• 16:18
  wanted me to come in and.
• 16:19
  And help them do that or to come talk to their company about that.
• 16:22
  And so, you know, I wasn't sure if I'd started another company or go work as a CEO for somebody else, but the universe just sort of kept knocking on my door that people wanted me to come and share
• 16:34
  what I knew with their organizations to help them grow.
• 16:39
  Okay, and so you then transitioned.
• 16:42
  I know you do consulting and advising, but then you transitioned into being a professional speaker and then.
• 16:49
  And then writing a book.
• 16:52
  So.
• 16:52
  Actually, I had written three books up that had come out prior to me selling the company, so actually.
• 17:01
  Oh, actually, I'm sorry.
• 17:02
  The second edition came out just after I sold the company, so I had been kind of doing that and writing that in that process as well.
• 17:08
  Okay, all right, what.
• 17:10
  What led you to write the books?
• 17:14
  You know, it was a complete accident.
• 17:16
  So I became a keynote speaker by accident because people had heard what we were doing and asked me to come and speak.
• 17:24
  And then I realized when I would go and speak to these groups that they then wanted to work with, the company wanted to buy our services.
• 17:32
  And so it was a really good way to share a good message and teach people something that would help them, but also potentially get new clients.
• 17:41
  And so that's how it started.
• 17:42
  And then I started a podcast I had for 10 years interviewing top leaders from around the world and finding out why they were talented, what it is that they did that made them tick, why, what were their talent
• 17:56
  issues or talent successes that they were having, you know, in hiring.
• 17:59
  And so as I was doing that and all the talks, a publisher just came and knocked on my door and said, hey, we want you to write a book.
• 18:06
  And I said, okay, guess I'm, I'm.
• 18:09
  Guess I'm an author now, you know, but it was all just kind of accidental.
• 18:13
  It wasn't like I said, I'm gonna go be a speaker now or I'm gonna go be a writer now.
• 18:16
  It just, you know, kind of the right opportunity showed up and I said, yes, okay.
• 18:23
  All right.
• 18:23
  And so with what you're doing now, right, speaking is really your full time, your full time gig.
• 18:30
  Yeah, that's certainly what I do the most.
• 18:32
  You know, it's a large part speaking, smaller part consulting and advising organizations as well.
• 18:41
  Okay.
• 18:42
  And what, when you, when you, you know, I saw the intro video right, where you said, you, you know, you're so pat, you know, you're so passionate about company culture.
• 18:51
  Like, what's it like?
• 18:52
  You spent so long with your own company, you refine the culture.
• 18:57
  You figured that out, you scaled tremendously.
• 18:59
  You had a, you know, a big exit.
• 19:03
  Right.
• 19:03
  And now you're going into other companies where, you know, they've, they could be operating within a certain way of doing things for so long, where it's.
• 19:14
  And again, right, you're an outsider.
• 19:16
  It's not like you've been in the trenches for a while there.
• 19:18
  What's it like coming in there and working with these, these other companies now?
• 19:22
  Well, every organization has its different challenges.
• 19:25
  So kind of find companies are bringing me in under one of two sort of scenarios.
• 19:31
  Either they have a really big pain, there's something going on that's causing them a problem, high attrition, they can't hire the right people.
• 19:40
  Maybe they're not growing the way they want to grow.
• 19:42
  Like there's an issue.
• 19:44
  And so I'm coming in to help them solve an issue.
• 19:47
  And then in that regards, it can kind of talk their talk and help solve their problem by figuring out which of the things that I might help them do is going to be the most impactful.
• 19:59
  The second is so I, and I call that like the aspirin, right?
• 20:02
  So someone has a headache in their organization and they need me to come and be the aspirin to relieve them of that headache.
• 20:10
  Then I have other organizations that come to me that want to, they realize that things are going good and they're, they're great, but like, they want to sustain that.
• 20:19
  They want this to last and they want this to Continue.
• 20:22
  And they want to go to the next level to get even better.
• 20:25
  And so really what they're coming to me for is a vitamin.
• 20:28
  Right.
• 20:28
  They want to maintain their health.
• 20:29
  It's like, it's like someone very healthy getting a personal trainer, which is very different than someone who's out of shape.
• 20:35
  Right.
• 20:35
  And has extra weight and it's looking for a personal trainer.
• 20:39
  The, the end result is maybe the same, but the reason.
• 20:42
  Right.
• 20:43
  And the approach based on who they are is going to be a little different.
• 20:45
  So, you know, sometimes, sometimes they have a headache and sometimes they just want to stay healthy.
• 20:51
  And what do you, what do you prefer working with?
• 20:56
  Oh, it's a good question.
• 21:00
  I like both.
• 21:01
  Certainly when someone has an issue, it's probably more fulfilling when someone has a really big issue and we can solve that and really make work a lot better for everybody.
• 21:13
  I still love working with organizations that are really thinking about long term health of that company and getting better and that's rewarding as well.
• 21:21
  But there is something a little bit special about, you know, geez, our, our turnover, our employee turnover is 40% and we come in and implement a couple really easy things and suddenly the retention, you know, they're only losing
• 21:34
  10% versus 40.
• 21:36
  Right.
• 21:37
  You know, in a quarter or something.
• 21:39
  So that's pretty rewarding that people are.
• 21:44
  So many people in our organization are suddenly not unhappy that they're not so unhappy that they want to leave because we've been able to make real change, you know.
• 21:54
  And you, you mentioned Covid too, right?
• 21:56
  What a big ordeal that was.
• 21:58
  So we had, you know, thereafter we had the great resignation and then there certainly seems to have been much more of a focus over the last several years on employee mental health and making that a priority.
• 22:10
  But I mean, you seen the, the labor market and I guess the company culture at a macro level change Postco.
• 22:21
  You know, Postco, it's been really interesting because not only have we had the pendulum swing, you know, back and forth on remote work, certainly we have democratized flexible work for so many people.
• 22:37
  Even though there's been some retraction by some larger organizations, there's the most people ever outside of those Covid times who've actually have some flexibility on their work.
• 22:48
  Right.
• 22:49
  That can work from home if they need to.
• 22:50
  It can, you know, if their kid's sick, they can still do their job and not have to take a whole day off.
• 22:55
  I mean, there's some real value there if like, you know, it Wednesdays are terrible traffic days in your city.
• 23:04
  You could Work from home.
• 23:05
  Or you could work half day in the morning and then go into the office or what.
• 23:08
  Having flexibility is really interesting.
• 23:10
  And then you add on top of that this sort of radical changes around work with AI and what's happening there that, you know, for a lot of people, the future is now, future is happening right now that their
• 23:24
  work is changing so much.
• 23:25
  So, you know, sort of so many advancements, so many things happened because we actually had that time during COVID to slow down.
• 23:36
  There were so many things, so much minutiae that we no longer had to do.
• 23:41
  And for some people, like being literally bored, maybe at home, like they could deeply think about problems and think about how to change their business and think how to change their work that has led to so much sort
• 23:54
  of a radical catapulting of change for so many people.
• 23:59
  Kind of post, post pandemic.
• 24:02
  Okay, all right, so now we're, we're into 2025.
• 24:07
  Like what's, what's next for you this year with, with what you're doing in your business?
• 24:13
  You know, what's been really been interesting is I've been seeing such a huge focus on growth just in this for 2025.
• 24:21
  That seems to be the theme is growth.
• 24:24
  And, and so I've been doing a lot of work, not just around how do you help a company be high performing around culture, but also working with a lot more sales teams on how, on what they need to
• 24:36
  be thinking about and doing that's so important.
• 24:39
  With what I just talked about with AI, with all the things that are happening, with all the distractions that their buyers have, how do they be, how do they make sense of the world and keep things simple to
• 24:51
  help people make decisions and ultimately buy from them.
• 24:54
  So I've been doing a lot of that work, which has really been interesting.
• 24:57
  This may be the, the year I do a lot.
• 24:59
  Maybe I might end up doing more with sales, who knows than I do with with culture.
• 25:03
  But it's all kind of rooted in the same thing about how do we focus on what matters and deliver the right message to, to the people that we're working with, whether that's employees or customers or potential customers and
• 25:16
  getting that right.
• 25:18
  Okay, and Chris, if people want to get in touch with you and learn more about the work that you do, what's the best way that people can reach out to you?
• 25:26
  First of all, if you'd like some resources, you can text 33777 and put my name Chris as the message and that will immediately send you back PDF deck download the link that you can download for some ideas on
• 25:40
  how to improve your meetings and how to survey your people better.
• 25:43
  I'll get you on my newsletter.
• 25:45
  Otherwise, I'm on all the social media platforms, Instagram, Facebook, LinkedIn, tick tock, for as long as it's around YouTube, all of those.
• 25:53
  Happy to connect with anybody who wants to connect.
• 25:56
  Or you can also Visit my website, ChrisDyer.com to learn more.
• 26:00
  All right.
• 26:01
  And we'll link all that in the show notes for everyone.
• 26:04
  All right.
• 26:04
  Well, Chris, thank you so much for taking the time to be here and sharing all this wisdom from your journey.
• 26:09
  We, we greatly appreciate it.
• 26:10
  Thanks for having me.
• 26:12
  All right.
• 26:12
  And that's all the time we have for now.
• 26:14
  We will see you next time.