FIT: The Chambers Pivot Newsletter
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Quick notes to help you get more done in less time. . . next week. 

In this issue, decisions:

- Techniques for FIT
- Being Human
- Random Stuff

Techniques for FIT

  • When decisions are made, they are 2 part emotion and 1 part logic. When decisions are justified, they are 2 parts logic, 1 part emotion. 
  • When helping clients make decisions, consider the unknown in addition to the known. To be "sure," be willing to admit where you are "unsure."
  • Make a decision right. After admitting you're unsure, flick the switch and execute as if there was never a doubt. 
  • Push decisions down as far as you can in your organizations. Imagine employees operating as independent enterprises aligned with your strategy. 

Being Human - T is for Tools

What the hell is FIT again?

Over the last two weeks, I've been revisiting the concept of F.I.T., shorthand for a process that ensures sales and marketing practices delight your people. It's opposite, practices that infuriate your people, is for losers, so focus on delighting your people by finding their natural fit. Let's wrap up the main points. 

FIT Venn Diagram

T is for Tools and Technology 

Every day brings a new technological wonder to my inbox and they promise the same things: they'll make sales and marketing simpler, better, faster, and better for the customer. You might think that makes me jaded, but here's the thing: I believe every single one of them. 

Websites, CRMs, ad platforms, programmatic buying, retargeting, drip campaigns, autoresponders, email blasts, webinars, video, content marketing. . .they all work. 

The problem is that most of these tools are solutions in search of a problem. The outcomes they describe are just what we need, but there's not a bridge back to where we are today. To help, the providers have best practices for us to fall back on. That looks like this:

Tech first is a no no

The tech comes in, we say "love it, how do we do it?" they say, "just do this," and the end result is something Frankenstein-ish. Less than human. It doesn't work. 

That's usually when I get a call. "Greg, we spent $50K on our last [insert tool here] and it didn't work. Will you help?"

This is the origin of FIT. In order to make the tools work, we need a clear Focus and an inventory of your team's Individual skills. That looks like this:

process then tech is good good

Before we implement tools and technology, we nail down the Focus and look at what our people are willing to do. Then we ask the question, "What can we do to make sure the things our people are willing to do, happen more frequently?" That's when we go back to our vendors and lock them into our best practices.

The end result is human. It's us. Our unique footprint in the world. 

Over time, locking in those small improvements adds up to impressive growth via the magic of compound interest.    

Teach your managers how to think about the tools they fall in love with in a particular way. Teach them to think about how this tool will lock in a tried and true process that already exists. If the process doesn't exist, look to the Focus, then to the team's Individual strengths. Once we have those, we want to make it consistent. Make sense?

T is for locking in small changes with Tools and Technology. Simple, but not easy. 

Next time you think, "Why don't we do that anymore?" think of T - Tools and Technology. Managers that help their employees lock in behavior changes will find more business opportunities. Success begets success.

That's leveraging tools and technology, putting the robot to work for you. 

Random Stuff


On this Veteran's Day, I spent the morning thinking about all the people I know that have served in our armed forces. It's an interesting and diverse group, from 2-Star Generals in the Pentagon to reservists in South Dakota. I'm thankful to all of them. 

My wife's grandfather is in the list. He was a wonderful man with a dry sense of humor. I'll leave you with a favorite joke of his.

Farmer Joe is out on the edge of his property mending a fencepost when his neighbor pulls up. 

"Whatcha doin' Joe?" he asks.

"Mendin' the fence," says Joe. 

"What happened?"

"The farmhand drove the truck into it," Joe says.

They both look out past the broken fence, over the rolling hills.

"Ain't that the same guy that knocked up your daughter?"

Joe pauses. 

"Yeah. Clumsy son-of-a-bitch, ain't he?"

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