Weekly-Video-How-to-use-our-Core-Values-to-break-processes-make-a-good-mess--.docx

All right. Welcome to this week\'s weekly video. I\'m going to read the subject line of the video. In case you didn\'t read it\'s how to use our core values to break processes and make good mess. I\'m not saying that your goal should be to make a mess. I\'m just saying that, you know, if a mess ends...

All right. Welcome to this week\'s weekly video. I\'m going to read the subject line of the video. In case you didn\'t read it\'s how to use our core values to break processes and make good mess. I\'m not saying that your goal should be to make a mess. I\'m just saying that, you know, if a mess ends up happening, it\'s okay. Usually it\'s good. Stick with me. Look, I think the bottom line here is that there\'s really actually one word, really one word that brings together everything that we do, every core value, all our client work, everything. Yeah, I know. It\'s kind of a bold statement, right? Any guesses what that word is? There\'s probably a bunch of right words, but I\'m going to tell you what word I\'m thinking of, and no, it\'s nothing. Value. No, it\'s not preeminence, and it\'s not lunch, although that\'s a good word. I think the one word that we need to keep in mind that ties everything together. I\'m talking all of it. The one word is change. Tomorrow should be different than today. Better be different than today. It\'s just change. Let\'s face it, clients don\'t hire us to just keep doing what they\'re already doing, what they\'ve already had happening. I\'d like to pay you \$5,000 a month, but I don\'t want anything to change. Okay. Keep it all the same. Said no client ever. I\'m paying you because I want this to change. I want more of this. I want less of that. I don\'t like this. I basically want change. And I want all that change to change my practice and the patients that I see. And if you think for a second that when you get them, all those patients they want, then all of a sudden they\'re going to say, Daniel, please stop changing. No, no, that\'s not going to happen. Because when they\'re getting anything they want and it\'s happening, think again. The client\'s going to say, we\'re not growing. We\'re not changing. Change. You got to keep changing. Clients want change. So what about us? Do we want change? Us folks at PGP, or maybe. No, we don\'t want change. We\'re tired of change. Why does everything have to keep changing? Stop. Enough already. Let\'s figure out what works. And then when that thing works, stop changing it. Enough for the change already. We\'ll just do what works. Basically. Down with change. Keep the change, if you will. I mean, come on, things are changing. So much, I don\'t even know what normal is anymore. I have an idea. Let\'s just tell Google. Ready? Let\'s tell Google. Just stop changing, okay? Just stop changing how you calculate the search rankings. And please stop messing with the gbps already and all that stuff with the different Google Ads. You can stop with that, okay? They\'re sick. They\'re all sick. Social media. I mean, really. Does social media really need to change? I mean, I\'ve already shared my life seven times over. Do I need a new platform to do that? They\'re all just exaggerating, basically, all those new platforms and algorithms. And don\'t get me started with AI. Talk about unnecessary change. So you\'re sitting there going, very amusing, Daniel. I. Maybe I even chuckled. Daniel, I like your rant about changes. It\'s nice. Nice little rant. But I think you\'re wrong. I\'ll tell you what doesn\'t change. I\'ll tell you what doesn\'t change. Our core values at PGP don\'t change. How do you like that, huh? Take that, mister change. So I say back to you, that\'s a fair point. Fair point. Our core values don\'t change much. They have changed a little bit. Not much, at least. They shouldn\'t change. So why don\'t we just take a look at our core values together? Shall we? Maybe. Let\'s see if that\'s true. Just to be nice, because most people haven\'t memorized our core values. I\'ll start with our first core value. Okay. I\'m fun to work with, eager to help, and I add values to others. Add value to others anytime I can. Okay. I put myself in my colleagues and my clients shoes, and I do my best to help them in the way that is best for them. So it sounds like I\'m trying to help colleagues and clients and probably try to do it as nicely as possible. Doesn\'t look like much change there, is it? No. But what am I trying to help them with? C rent above. You think I\'m trying to help them stay the same? No. They want change. I have to help them change. That\'s what they want from me, and that\'s what I\'m helping them do. And that\'s what they\'re helping me do. Let\'s look at core value number two. I know that curiosity is the key to learning. I\'m curious to learn more about clients, about the industry that we\'re in. I\'m always learning more about marketing and my area of expertise and how our business works. It\'s a lot of learning. I know that my knowledge contributes to our advantage. The more I learn, the more value I can provide. Enough said. Do you think all that learning is going to leave you the same as you were before? Obviously, curiosity had better translate into change. Constant learning about everything equals change. You can\'t avoid it. Let\'s look at number three. I\'m constantly trying to improve our results through innovation, split testing. I insist on having good data points for everything. I treat my work like a science experiment, and I know what measures can, what\'s measured can be improved. Okay, enough said. No comment. And number four, I\'m preeminently focused on serving our clients to the best of my abilities. I critically assess all the work that I do with a simple question. How much measurable value is this creating for our clients? I don\'t have to bother going through that if I\'m trying to create measurable value and the landscape keeps changing. Of course I got to change. So guess what? Listen to this. Our core values are actually a prescription for change. A prescription, no less. I get to work today. I basically have one goal. Whether it was told to me or not, there\'s change is my goal. Something\'s got to change. Today. I look at core value number one. I\'m going to help people change. That\'s what I\'ve got to do. And they\'re going to enjoy working with me on that change. But we got to change industry trends, Google updates, AI stuff. I got to keep track of it. All else. I\'m not going to be very effective change agent. My clients want results. The rules of the game keep changing underneath me. Got to learn so I can keep on top of my game. I have to change. I skip three, which is all about experiments and innovation. I go to client value number four, core value number four, how much measurable value is that creating for the client? Okay, now I\'m going to press the pause button. I\'m going to slow down for a second, listen to everything that we\'ve talked about so far. Basically, it\'s change, insanity. Everything is changing around me all the time. Okay, so here I am. I came to work today. I am sitting at my desk, and I know that I have to deliver value to my client. That\'s my job. By the way, I am not a marketing manager, a client strategist. If you\'re sitting there going thinking, yeah, that\'s for them. No, no, I\'m everybody at PGP. I\'m you. I have clients. I have to deliver value to them. My client might not be the regular client, but I\'m delivering value to somebody. That\'s my client. Now I have to deliver value to them. But the process, the way I\'m used to doing that, the standard procedures for how I deliver value, in all good conscience, I can\'t use them. I just, I can\'t use them right now because they need to change. I mean, they\'re pretty good, but I can\'t do that and really feel like I\'m being a true preeminent advisor to my client. I think we\'ve got to make a change to this and we got to do that instead. And now you freeze. Okay, can I actually change our processes? Am I allowed to change our standards? Is it okay if I try something different? I got voices of managers, like, sounding in my head going, no, you will make a mess if you change processes. Think about Asana. How will other teams know what you did? No non standard deviant, no unproven outcome. The entire world around us is changing like crazy all the time. And here I am trapped by process instructor. Oh, that\'s not part of my job. You see, I got my job description and that\'s outside my job description and I got the process and that\'s outside the process. What am I supposed to do? And I don\'t have approval for that. And you know what? You know, I\'m not allowed to change. That just can\'t be right. I got process and structure and documentation and I\'m trapped by it. Misses manager. I think that the way of doing x is not so good. A few things have to change. Do you mind if I try a different approach? I\'ll tell you what I\'m going to do. I\'m going to test it out with three of my clients and if it works, I\'ll share my results back with you and with the team and then we can update our approach and we can all do it better. What do you expect your manager to say? No, do it the old way, do it the bad way. Don\'t change if your manager says that. Okay, ask them. Did you listen to the weekly audio about change? Did you listen to that one? If they did, ask them why is trying to do something better. Why is that a bad idea? I try to make things better. I\'m sure they\'re going to have a good reason. Okay, let\'s give them the benefit of the doubt. So they\'re going to have a good reason. Now, you might not like their reason. That\'s okay. You don\'t have to like the reason, but you can say to your manager, you know what? I don\'t agree. So here\'s what you\'re going to do. The two of you, if that happens to you and your manager, both of you agree to disagree together. Go get two more people from your team. They\'re going to be your sounding board. Tell them what each of you think, and have them decide between the four of you. I promise you\'re going to come up with a good decision, because we know the change is good. It could be your suggestion for how to change is not the best. It could be that your manager doesn\'t quite like the approach that you\'re taking because it\'s going to cause real messes somewhere. But they know that some change has to happen. We bring into other people from your team, and the four of you sit down and go, huh? Well, how about instead of that, we try this, give that a shot? And you say, sure, I\'m game. So if your manager refuses to do that and pull in the other two people, then you can sound the alarm bell, and you have full permission to go straight to Andre in HR and say, hey, minute number 732 in the weekly video just happened to me. Whatever. So I think what\'s great about our core values is that they\'re exactly what we need to succeed in this ever changing world. I mean, exact. They\'re a guide to change, their guide to exactly what kind of change we should be looking for. Think about it. Client core value number four. If I ever said client value throughout, I meant core values. Just reinsert. Core value number four. We need to constantly deliver measurable value to our clients, preeminently. You know, we each have our clients, and we have to constantly question, am I providing that value? And if not, I got to change, right? That\'s what core value number four tells me to do. If I\'m not delivering that value right now, I got to change. Well, how do I. What am I. How do I change? What am I supposed to do differently? Easy, c. Core value number three. I will, and I must experiment. I must treat my job like a science experiment. I have to try different things. I will be like a scientist. I will explore new solutions, because I cannot continue to do what I\'m doing right now. Things have changed. But wait, I say to myself, I\'m not exactly sure what options to pursue, what avenues, what experiments, what should I do? No problem. See, core value number two, I\'m always learning about optometry. I\'m always learning about my clients, whatever they may be. I\'m always learning about marketing, whoever I may be. I have to know about marketing? No. To everybody in the company. I\'m always learning about what\'s happening in the Internet right now, and I\'m furthering my specific job skills, whoever I may be. Now, if I\'m doing all of that. Come on. That\'s going to give me all the information that I need to come up with a whole bunch of new tests and new approaches to try. Come on. So sometimes I might just need to tweak a process in a small way. Sometimes I might need to eliminate step number four, reverse a couple things, try something totally different. But I can\'t. I can\'t do all this myself. So, see, core value number one, I help others, and of course, others help me. And we do it nicely and we enjoy helping each other. We\'re here to help each other change. So I think you now know how to use the core values to break current processes and make a good mess. You basically have to. If you don\'t, you\'re not following our core values. And most importantly, you\'re not doing the one thing that ties all of this together. You\'re not changing. So with that said, happy changing, everyone. Have a great weekend, have a great week, and I\'ll see you online.