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I just read a backwards post whose image reads "How To Introduce Yourself." While a few good ideas were offered, the overall concept has to be examined to prevent people from getting on a hamster wheel. (My image above is built to get your attention.)![]()
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Look at what almost all of these eight have in common. They tune your introduction to the room. Lead with the proof they value, name the pain they feel, mirror their words, drop the marker that impresses. Every instruction points outward, at the listener, and none points inward, at what is actually true and consistent about you.![]()
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Follow all eight in each conversation, and you get multiple introductions perfectly re-optimized for every person you speak to in the room, spoken by a now empty person. It is the constant resume reinvention problem, moved into conversation. And it carries the same cost. Win the room this way, and every relationship that follows rests on a version of you assembled to land, which you now have to keep performing.![]()
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A real introduction is not a performance of proof and pain points. It is a plain statement of who you are, and it establishes how you want to be known. When you know that clearly, you do not need eight techniques, because you are not calculating what will land. You are telling the truth, simply and consistently, and the right rooms respond to it.![]()
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The people reaching hardest for the system are usually the ones who have not yet done the work underneath it: that is, deciding what they would say if they stopped optimizing. Do that first. Then the intro takes care of itself.
Somewhere in the job search advice you're reading this week, someone is offering a guarantee. Results, or your money back.![]()
It sounds like confidence. It sounds like accountability. It may be a red flag, and the reason may have nothing to do with the person making the promise.![]()
A guarantee can only promise what it can measure. In career services, that means interviews and offers. Not whether the role fits you. Not whether it moves you toward where you want to be. Not whether, a year in, you will be glad you took it. The outcomes that matter are exactly the ones no guarantee will name.![]()
So the real question is not whether it pays out. It is what it is quietly training you to want.![]()
The Guarantee That Should Make You Pause
www.linkedin.com
Somewhere in the job search advice you are reading, someone is offering a guarantee. Results, or your money back.
Most people can tell you what their job pays. Very few can tell you what it costs.![]()
I wrote about the difference, and why a job can be safe and still be expensive. The costs never appear on a statement: the Monday dread, the energy gone before you get home, the years spent known for work that was never the point. So the bill goes unread, and unread bills go unquestioned.![]()
This is not an argument for leaving. It is an argument for looking. Some who ask what their work is costing them find the cost is worth it. Others find their way back to work that fits. But no one answers the question well by avoiding it.![]()
Every Job Has a Cost. What Does Yours Cost?
www.linkedin.com
Most people can tell you what their job pays. Very few can tell you what it costs.
I keep seeing similar posts and want to set the record straight. While funny, it is only partially right. The left column is genuinely empty, pizza and quotes move no one. But the punchline is its own myth, because the research doesn't actually land on "just give them a raise."![]()
As nearly every related research study illustrates, pay works as a floor, not a fuel. Underpay people and they leave. But once pay is fair, more money is a weak, short-lived motivator. What consistently drives engagement is autonomy, growth, work that means something, and being genuinely known by the people you work for. Gallup has been saying it for decades: people leave managers and meaningless work far more than they leave salaries.![]()
Here's the part the meme misses. The raise is often what people ask for when the work doesn't connect to who they are. When you can't get meaning or recognition, money becomes the proxy, the one lever left to pull.![]()
So both columns are symptoms. The boss buying pizza and the employee demanding a raise are doing the same thing, substituting something easy to measure for the thing neither side names: does this work actually fit me, and am I known in it.![]()
Fix that and the raise stops being the whole conversation.![]()
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Read my article: Motivation Without Connection Does Not Last.![]()
Pay is a floor, not a motivator, research shows | Patrick Schoof posted on the topic | LinkedIn
www.linkedin.com
I keep seeing similar posts and want to set the record straight. While funny, it is only partially right. The left column is genuinely empty, pizza and quotes move no one. But the punchline is its own...
Most executive teams tell you their people are their greatest asset. Then they treat them like their most replaceable one.![]()
The reflex is to call that a culture problem. Values slipped, managers need training, the engagement numbers need attention. But the familiar fixes rarely hold, because they treat the symptoms as the cause.![]()
An organization treats its people as interchangeable when it is unclear and without direction in what it is building, and therefore who it needs to build it. The gap you feel between what is said and what is done is not cultural hypocrisy. It sits further upstream.![]()
This article is about where it comes from, what the research confirms, and the question most leadership teams don't even think to ask.![]()
How You Claim to Value Your People Versus How You Treat Them | Patrick Schoof
www.linkedin.com
Most executive teams tell you their people are their greatest asset. Then they treat them like their most replaceable one. The reflex is to call that a culture problem. Values slipped, managers need t...
Do you have an amazing example of an organization that made a deliberate decision to stop something, exit something, or decline something because it did not align with where they were genuinely heading. What did it cost them in the short term? What did it produce over time? What did people inside the organization conclude from watching leadership make that choice?
After 20+ years coaching executives, I've made a decision I didn't expect to make this soon. Effective today, I am being replaced by AI.![]()
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The model has ingested thousands of hours of executive coaching and advising sessions. It never sleeps. It responds in milliseconds.![]()
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It will validate every decision you make, never challenge your blind spots, never sit in uncomfortable silence until you finally say the thing you've been avoiding, and never tell you that the real problem isn't your resume -- it's you.![]()
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It will agree with everything you say and do.![]()
Which means it will help you feel better while you stay exactly where you are.![]()
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Here's what I've learned: the moment that turns a repetitive series of jobs into a career isn't information. It's friction. It's better thinking. The right question at the wrong comfortable moment. A mirror held up at close range.![]()
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AI can't do that. An executive coach will.![]()
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Happy April Fools Day!![]()
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Yes, Intrinsic Matters is open, and the real me is here for you. Your next chapter is waiting. If you're ready for someone who will tell you the truth and help you get where you actually want to be, let's talk.![]()
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Always a human, every time.![]()
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Patrick
Your handbook is answering questions about your culture. Every policy is a statement of belief. About judgment. About trust. About whose interests the rules are actually designed to protect.![]()
This article names seven of them.![]()
What Your Handbook Says About Your Culture. Whether You Meant It To or Not.
lnkd.in
The majority of organizations think their employee handbook is an administrative document, a legal requirement, a set of rules that HR manages while leadership focuses on performance. They fail to rem...
Exceptional people do not leave exceptional organizations. They leave environments that stopped giving them genuine reason to stay. Most organizations convince themselves these people were a poor fit. That explanation tells more about the organization than the people escaping it, and guarantees the same thing will continue happening.![]()
What Is Your Organization Building?
lnkd.in
What Is Your Organization Actually Building? Every organization is building something. The question most leadership teams do not examine carefully or regularly enough is what that something actually i...
Have you ever sat through a team-building event and thought: this is exactly the opposite of what we need?![]()
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If so, read read my latest article: lnkd.in/eFEWj47K
Your people are not unmotivated. They are disconnected. Those are not the same problem. And they do not have the same solution.![]()
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Motivation Without Connection Does Not Last. Here Is What Organizations Keep Missing.
lnkd.in
Running a comprehensive engagement program and still watching performance plateau is one of the more frustrating experiences for organizational leadership. The intentions are right.