A lot of people think that big organizations thought up a unique idea that’s why they’re successful, but in reality, what they have are amazing systems that guarantee their success. Scotty Schindler, the founder of System 1357™, had proven this when what he thought was normal was seen as an out-of-the-box solution. In this episode, Scotty talks about what a system truly is when it comes to running your business and explains why you badly need it if you don’t have one in place yet. He also touches on self-leadership and why you have to look at yourself first before you can lead others effectively. Listen in and learn what he has to say about the different self-leadership principles and self-leadership diseases you might encounter along the way.
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Scotty Schindler Discusses The System That Creates Amazing Success
I am all about finding a better way to lead. That’s based on the behaviors that will inspire, empower, and compel others to want to follow where you want to go. My guest is Scotty Schindler. He is a successful businessman out of Australia, as well as a surfer. Having spent a semester way back when in college in Australia, it’s a country that I certainly love. The conversation that I had with Scotty is certainly one that I love as well. He talks about his System 1357 and how it created such success in his own life and how he has taken this as an opportunity to help other people succeed. That to me is the theme of this episode. Scotty is talking about how he is empowering other people to reach their own high levels of success. If that’s of interest to you, this is an episode you’re going to want to read. Let’s get into it.
Scotty, I thought it would be a great opportunity for us to get on this. You have been so successful in Australia, in both of your businesses from a real estate perspective, but also where you took this in terms of I think helping people to take the process that made you successful. You’re trying to do that to help other people. We’re in such a unique period of time right now. I’d love your perspective. How do you help people to navigate this based on your own experiences?
Thanks for having me. It’s good to be here, Patrick, across the world. How do we help people in this environment? It’s a unique environment. No one knows. No one can say, “This is what we did in the last pandemic.” No one can do that at the moment, but what we all can do is we can all be supportive and be there for everyone. That’s one thing that we know we can do. That’s one thing we can control. We can’t control everything, but we can’t control our emotions and we can control that decision making. As far as being able to help other people come in, that’s how I ran sales teams in the ‘90s. I got good at running sales teams and that was through helping other people achieve their goals, what they needed to do to make money as far as the sales team went.
If I helped enough people achieve their goals as a sales team, we achieved what we need to achieve. I did exactly the same thing through growing a company. Once I established myself in the real estate industry, I helped real estate agents have good businesses that kept on using the software. That’s what I did. What’s changing right now is for me, not much at all. How do I help? I’m helping other people grow their businesses. It’s all I’ve ever done. It’s that method of, “If I help enough other people achieve what they want to achieve, I’ll achieve what I want to achieve.” It’s interesting. You say you saw that because that’s a methodology that I’ve had forever. I got taught that though when I went from being a salesperson to a sales manager. They didn’t teach me how to be a manager, but I called on to that philosophy of helping other people achieve their goals so I could achieve mine.
I adapt to that very fast and it makes sense that together as a team, we achieve so much more than what I could on my own. As far as helping people goes, it’s so good. When you have someone write back to you and say, “I’ve changed my business model because of the conversation we’ve had. I had this epiphany moment.” You know they’re doing things smarter and better than they were before. I love that light bulb moment. It’s almost like a drug or addiction.
What I tend to find in terms of when I meet people that have been very successful in whatever area that they’re in, oftentimes there’s a story behind that in terms of, as I would call it, your past is your power. Oftentimes there were struggles or challenges that help them to get where they are. I’m wondering from your own perspective, if you look back on your success and how you help people, are there any of those challenges that you look back and say, those are things that shaped you?
The disadvantages that have the seeds of advantages and your real character building comes from those downtimes and the disadvantages and the things you didn’t want to go through. He didn’t say I cheated. It’s not uncommon to have a poor upbringing or multiple dads and single moms. That’s common. I had that and I wasn’t very well educated. On the wall, I had my school report cards up because it shows how much I failed. My baseline was very low. I already came from a position of disadvantage. Everything for me was outside. I always had nothing to lose by having a go. When it came for downturns and times and periods that I didn’t like, it was still way better than where I started. Even though I learned from those and I didn’t want to go through those, I wanted to be smarter and better than being in a position I was in. My upside, whenever you have a downtime or a bad period, if that’s as low as it’s going to go, it’s still not too bad. You can still bounce out of that. I started like that. For a sense, it was like cheating. Now I look back, I was so lucky that I started with such a low base. Everything was upside.
Let me ask you a question along those lines. Who was the first person that you can think back to that said you’re meant to do more? Generally, there’s one of those people minimum that somebody said they saw something in you that they said you’re meant to do more.Help other people achieve their goals so you can achieve yours. Click To Tweet
I’m not sure who that was. I know in the insurance game I was getting paid to do it and he practiced what he preached. He was teaching me to be a better manager because they helped me be a better manager and helped him achieve his goals. That succession planning came down. That was a guy who taught me a lot. A lot of the things I talk about because of what I learned from him, but I’m not sure he said those exact words to me. Nonetheless, his actions and what he did for me, was he as a leader or a mentor of mine? He helped me get through a lot of the struggles I was going through. Whether that be real struggles or team management struggles or leadership struggles, he helped me get through a lot of things.
He told me the term called mental judo, which I then rephrased into business judo. He taught me the term mental judo and I’ve never forgotten some of these things that he taught me as a mentor. From 2002 until 2019, we hadn’t spoken to each other that whole time. In 2019, he reached out because of LinkedIn and all of a sudden we’re in conversations. I go, “Do you remember teaching me that?” He goes, “No.” “I remember.” He probably tried to teach it to 10 or 20 other people, but I got it. Other people probably got other things, but he had a profound effect on me. I can’t even tell you when that was, what day it was, what year it was, but I do remember learning lots of things off that one person. I’m not sure he said anything to me in the effect that you said, but he certainly did believe in me.
He did believe in me enough that I managed to create enough belief in myself to be able to go forward and having people like that in your life. Sometimes it’s from some weird people. I’ll give you a brief story about how I started the company ReNet. I got introduced to Amway as everyone does. I was out seeing friends. This is 1999. I was out seeing friends going, “Join up with Amway, do your own shopping and create a network.” This guy is an accountant. He was someone I looked up to and he said to me, “Scotty, what you should do is start your own.” I went, “That’s a much better idea.”
I wasn’t ever going to start an Amway or a multilevel networking marketing or whatever you want to call these products or services, but I realized, “I could probably create a system and a business and sell it to people for a reason and trying to get people to book do their own shopping,” so I did. I then went on that journey in 2000 of creating my own systems and my own product and company, if that makes any sense. One person came in with one thing and it might’ve been a throwaway comment to him, but it’s amazing I picked up on that one comment and years later, I ran with that comment. He probably should’ve done the same, by the way. That’s another story. I took his advice. He should have taken it because he’s still working. The point is that it’s amazing where you can get this advice and motivation and mentorship from if you’re willing enough and open-minded enough to learn from other people.
I will often use the line, “I think leaders are learners,” and I think leadership is in many different ways. I believe that when we’re open to those things, we’re in a situation right now, where we’re in that same thing. There’s a lot of struggle out there. Their resources can be scarce for individuals, but resourcefulness is something that we all have equal access to. I think that’s what will make the differences. You decide what you are going to do with what you have no more than you saying, “I’ve got my report cards framed. This is what I had to work with.” Your resourcefulness allowed you to work around whatever stuff wasn’t there or you didn’t think was there. Part of your background is very interesting to me because I started out in firefighting going through the academy. I noticed when I went on your site, that’s something that you still stay active in. I’d love to hear, from that perspective, how you think that training plays into other aspects of your life.
It was about 2003 and it was this massive bushfire. I thought, “I should volunteer because I can.” I’m working from home. I went down to the fire station because I grew up in the fire station down the road. I said, “I’m happy to come and volunteer.” They said, “No, you can’t volunteer anymore. It’s a paid job.” I went, “I don’t want that job.” I did nothing with it. I knew guys from the fire station. I was in the surf club, Surf Lifesaving Club, and things like that. I wasn’t enjoying that as much as I should, so I got out of that. The guys from the fire station said, “Come and join. Come and work.” In the end, I did. I get paid $30 a week to be on call and we get $30 a call, but what is good at that? He said, “It’s a profession.” They give us training and we turn up because we’re obliged to. I liked the business side of it. It’s not volunteer and it’s not full-time. It’s somewhere in the middle. We’re on demand. To be honest, when I first did it, it was like a release. I could go from when I walk in the office to all these questions and all this responsibility as the company owner to going to the fire station because of a bushfire and someone else telling me what to do.
“Scott, can you put some water on the hot stuff over there?” “Yes, sir. No worries.” Off I go. I didn’t have to think. I can be helpful. I can give back to my community. I can do all these good things. It was like a release. I put a different hat on. I learned so much about that mindset in a completely different field to what I was doing as far as an entrepreneurial guy or a business owner. It’s a completely different mindset when you work for a government organization. It’s almost paramilitary organization because it’s all about how long you’ve been there for, you’re senior already and all these weird things I never had in private enterprise. In private enterprise, you work as a team. In fact, the people sometimes below you are more empowered than you are in certain situations. That doesn’t happen like that in paramilitary drop.
Everyone is in a pecking order and it goes from the top down. It was good to have that experience and exposure. I learned a lot of things about leadership and a lot of ways things work completely different in private enterprise to say the public service sector or that paramilitary. One, it was good to give back. Somehow, they are putting path fires, house fires, bush fires, ambulance assists. I was getting a lot more back with knowledge and leadership skills and training and some of the things I do completely different to what happens in private enterprise. It was good fun. I still enjoy that. I’m still in it. I still do it. That’s good.
I noticed that. I saw the picture and I was like, “He’s still doing it. That’s great.”
In a sense, it’s a side hustle. It’s something I don’t have to attend to. If I’ve got work on or gone on holidays, it’s not my job. It’s just the side hustle. It’s like being in the Surf Lifesaving Club. It doesn’t run your life. It’s a part of your life and something that you’re into. It is good in the way that they have all their training and their organization skills. If things aren’t done right in the fire brigade, people lose their life. Things have to be done in an orderly fashion. Whether you like it or not, if the boss says to you you’re doing it this way, it’s because if you don’t, it could harm someone. Someone could lose their life. A completely different mindset with leadership in that organization as to in private enterprise when the boss says, “You need to do it this way,” you can question it. In the fire brigade, when the boss says do it that way and there’s a house on fire, you do it that way.
I think about it in terms of from a team perspective. You have each other’s back. You rely on each other. There’s a huge amount of trust that you develop as a group.
It’s important people understand that teamwork. You never go out on your own. You always go with someone else. That might be so I can support them or it might be the reverse. It might be me they’re supporting. If I’m in a smoky environment and I sprained my ankle and the fire is getting close, I need someone to drag me out. I’m going to do the same thing for my team. You’ve got to pass the baton and communicate. I’m going to go over here ten meters and look at something. If he doesn’t come back, you know where he is. This renegade thing and going off and doing your own thing, it doesn’t work in that environment. In fact, it’s life-threatening in some situations. You can’t do it. In private enterprise, people can tend to want to do things like that. Whereas in the fire brigade, you can’t. You have to work with teams and you have to communicate or else there are repercussions and way worse than just, “You didn’t tell me that.”
It doesn’t work that way. It’s proper teamwork and proper leadership skills and getting along with each other. In the heat of the moment, knowing that we’re not going to talk lovely, jubbly talk. We’re going to tell each other facts and get on with it, so we get out of this cycle. Then we can all do lovely jubbly, have a beer or a coffee or whatever. In the heat of the moment, let’s do the right things. Let’s work together as a team. Let’s back each other up and let’s get this situation dealt with as quick as possible.
It’s interesting as we transition over, that was one system for success in that environment. You have a whole other system that you said you took it from somebody else, but I think it sounds like you brought this to life for more people to be able to benefit from. I was wondering, could you speak to that model so that people can understand the power that’s in there?
I never planned on retiring. That was never part of my mindset, but when I sold the business, I did it so we could expand and grow aggressively and de-risk. Not because I wanted to retire, but I didn’t see eye to eye with the new owners. Long story short was I didn’t see eye to eye. I decided I’m finished. I’m out. I’m going to be financially independent. I never need to work. I don’t need to deal with this new owner. What started happening was people started asking me to share the story and teach them stuff. The reality was for the first few months, I was lying in bed in the mornings because it was weird when I had this business, now I’d sleep until 9:00 in the morning.
I never used to sleep through the night, let alone through the morning. I was lying at bed going, “What’s weird is that I had these specific business goals I wanted to achieve, these systems I wanted to create with the company. I didn’t even have a product, but I had the systems.” I didn’t know it was going to be a real estate software company, but it had to ring true with these systems. I went, “That’s amazing I managed to pull it off.” When I retired, people started asking, “What were the systems? What was it that you did?” I went, “Here are my Scotty-isms.” I thought everybody knew these techniques and these philosophies. It turns out they didn’t. I thought, “I’ve got to trademark this.”When you work with a team, you need to learn how to communicate, or there will be repercussions. Click To Tweet
I went through the process of registering some business judo, leveraging and collaborating and dealing with adversity in a win-win situation. That’s a business mindset. Time duplication was another one. Time duplication is the one thing that every successful business person understands. Whether that’s through leadership, through product, through wealth creation, time duplication is something that every successful person understands. There was the rule of 100. I understood this methodology of products and staff and clients go through this rule of 100 principles. There are the first 100 seconds. The first 100 minutes, the first 100 hours, the first 100 days, the first 100 weeks, and the first 100 months. Everything goes through these checkpoints and it’s perfectly normal for someone after 3 or 4 months, 100 days to pivot and change. You go, “That didn’t work. I’m going to change.”
That happens in staff. It happens with clients. It happens with the products. Everything goes through that 100 seconds, minutes, hours, days, weeks, months, years. Not 100 years. I don’t think I’ll live long enough to see that one. That’s the point. Everything goes through these pivot points, but I knew all this before I started reading it. I knew all this before I decided to leave and start a company. These are all things that I understood and sugar and creams and other good ones. Sugar and cream, I can chase all the creamy staff or you can go and chase all the creamy clients or you can find all of the staff that are sugary and the clients that are sugary. A little bit of stirring, a little bit of knowledge, and all of a sudden they become good staff. They become good clients. They just needed a little bit of stirring.
A lot of people go looking for the cream when there are many good people out there and many good businesses and many good staffs you can employ that aren’t the creamy ones at the top. It’s people looking for that opportunity or that next thing. I always went with the sugar and cream model. The last one was the business. I understood that 1 in 3 years wasn’t going to be good. I understood that 1 in 3 products wasn’t going to work. I understood that 1 of the 3 sales wasn’t going to come along. I understood all these things with the business at thirds model, that there was going to be a third of the things that were always going to work out well.
I couldn’t predict those. It was going to be 30 things that were never going to work. There was a whole bunch of opportunities in the middle third, which went either way, depending on how I handled the situation. That could be staff, product, profits, and everything. Business of thirds, those are the five philosophies that I now teach people in more than 30 seconds each about how to grow their businesses. These aren’t things for, “Here’s your 100-day ClickFunnel.” These are the things they’re putting in place for 2021, 2022, right up to 2030. If you follow these five things for your leadership, for your sales, for your business model, you can’t help but have success.
The one thing that I’m thinking about right now, I’d asked you, who was it that said you’re better than this? You were doing that with the sugar and cream. It sounds like you’re finding people that you believe in them and you’re saying you can do this and riles people up.
It’s a conscious decision. It wasn’t until I retired that I can look back and go, “Those business philosophies, they worked.” I knew they’re working because I was using them, but it wasn’t until you stopped the end of a football season and look back at the football season and go, “What worked and what didn’t work.” I got to finish a career and look back on that business journey. I went, “Here I am. I’m sitting now with a journey that’s ended at 46 years old. I’m happy that all that stuff worked.” I don’t even know if it would, but that was a philosophy as how I built the company. I didn’t have a product, by the way. I had to find a product.
I took six goes. The sixth attempt. Five failed, sixth worked. That was ReNet in 2002. I went 2000, 2001 trying to find it. In 2002, I had to establish it. It wasn’t until the end of 2003 that I started knocking on doors trying to sell it. Nearly four years that journey took, but I had the systems. I just needed to create the product and find the clients for that product and have the systems work. It was no overnight success. These systems are things to put into place for longevity, not for this 100-day ClickFunnels thing you might see somewhere to make $100,000. Maybe you can, but that’s not the point of what I’m doing. The point of what I teach people now is the systems in your business work. You can rely upon your systems in uptimes and downtimes.
I think what’s interesting about that is we live in a world where things get photo-shopped so much and it’s six filters before we put a picture out on Instagram or whatever. It’s not the real thing. I think it sends the wrong message to people thinking, “Scotty did it. It’s got to be easy.” The first time it doesn’t work in our favor, we’re like, “That doesn’t work.” It works. It’s just you didn’t give it the time it needed to work.
That’s where the rule of 100 comes into it. You talk about the real thing. I started doing videos because when people started asking me to talk and I got asked to speak the Google Startup Grind. All of a sudden, people are going to start asking me to do booking. I started doing videos, so people knew who I was, so people understood how I spoke and what I believed in. I started doing all these videos for that reason because I didn’t want to turn up and have this, “Scotty is such a good entrepreneur,” and turn up and go, “I didn’t realize he had no hair. I didn’t realize he had an Aussie accent.” I do. I’ve got all those things. I started doing videos for those reasons. People can get the real thing. To be honest with you, the other reason why I do videos a lot in written material is because I’m not very good at English. My school report card, like I said, I’ve got it on the wall behind me. Out of 71 students, I got 70th. I’d beat one kid in my highest school certificate. It’s funny, I was on a podcast and someone wrote to me and said, “What happened to the kid that got last?” I said, “I don’t know. He’s probably in jail.” The quality of the kids in that class, there were about a dozen of us, it wasn’t very high. I was one of them.
It doesn’t matter what you know, it matters more where you want to go. If you’re one of the sugary people, you look at all these creamy people think, “They’re so wonderful. They’re so good.” Now you become the sugar. Find that bit of stirring. Listen to a podcast, watch a few videos. There’s Tony Robbins’ CD set that I listened to in the ‘90s. I went and paid $400 for that thing in the ‘90s because I wanted to improve and you can too. Become the sugar yourself. Become that bit that stirs you up and gets you going to the next level. A lot of people get disorientated because of the creamy people or the appearance of creamy people. They look like they’re having all this success, but you can do that too. You can be a normal person and have above normal success. There’s no doubt about that.
I think also you can find out that some of the creamy people, it’s not that flavorful in terms of their cream. My oldest son, who’s graduating from college, I said, “Once you’re out of school, nobody walks around with their diploma saying, ‘This is what I’m worth. Pay me this.’ It’s irrelevant.” At that point, you decide what you’re going to do in terms of success. That’s not going to earn it.
You’ve got to be the sugar. That will stir you up and willingness to learn and open up and not be the cream sitting on the top, thinking you own the world. It might be an element of that. To tell you the truth, the sugary people are the ones that succeed.
To me, that’s around emotional intelligence. I would take emotional intelligence over IQ any day in terms of being able to connect with people. If I do that in the right way, I will find people that want to help me out as opposed to me saying, “I’m the smartest one in here. I’ll figure it out on my own.” I’ve never been that person, so I wouldn’t know what that feels like.
Patrick, I can introduce you to two new terms that you’ve never heard before. What was the topic of this show, by the way?
The podcast itself is re-imagining leadership.
This fits into it. Two terms that you will have never heard before. One is RPD and one is CPD. RPD is what people get in the business world and CPD is what people get in the sports world. Let’s imagine here’s Johnny. He’s gone through his sporting life as a teenager and his student years. He’s top of the sports and everything else. He gets to 18, 19, 20 years old, whatever it is, and he started at a thing called CDP, which is Car Park Disease. He’s top of the game. He’s on top of the world and everyone’s patting him on the shoulder saying, “You’re so good. You’re awesome.” He spends more time in the car park talking to everybody talking about how good he is. That could be the car park talk.It doesn't matter what you know. What matters is where you want to go. Click To Tweet
Instead of doing all the things that got him to where he was, all that natural talent is now no longer. He’s becoming the cream. Here’s this other kid. Johnny was that guy, but here comes Paul. Paul, who has that grip and that determination and never gives up. He was never in the newspaper like the other guy. He was never on top of the podium like the other guy, but all of a sudden, he’s 23, 24. He makes the main game because of determination, because of the fact he became the sugar. He didn’t get Car Park Disease. He kept that grit and determination going. That is self-leadership, that is being able to be self-led through all the trouble times and having to watch other people up in lights, knowing you’re as good as them. You just need that lucky break. That is self-leadership.
The other thing in the business world is we tend to get this thing called RPD, which is almost the same, but it’s in business. What’s RPD? I’m glad you asked. It’s called Rich Person’s Disease. In other words, the same thing happens. They go out and get a little bit of success in business. Let’s use real estate as an example, because I came from that industry after twenty years. They go out and they’ve had a bit of success. They’re selling a few properties and all of a sudden they go out and buy the Mercedes Benz or the luxury car. They stopped going out and talking to people every day, which is how they got the success in the first place.
Driving around them and he’s been stopping at the coffee shop, stopping at the car parks, talking to everybody or buying his or her Merc’s and a boat. They’re getting a bit thing called Rich Person’s Disease. They’re not doing what they did to get them to where they are or to continue that momentum. They’ve stopped being sugary themselves. That self-leadership, like I said, it is a disease and it’s called Rich Person’s Disease. It’s better to have those Mercedes Benz is if you like. I have nothing against Mercedes, by the way. What I’m talking about goals. Those goals should stay in front of you at all times to keep you driving and keep you sugary so you can keep stirring yourself out and driving towards success instead of arriving at success.
The worst one isn’t Rich Person’s Disease. The worst one is ARPD, which is Almost Rich Person’s Disease. You’re almost thinking rich and you’re spending money you don’t have. You’re spending next year’s money this year. You’re spending future money you haven’t even made yet. You’re not doing the actions that got you to where you were. There’s self-leadership principles and self-leadership diseases. Car Park Disease and Rich Person’s Disease. It’s the same disease, but one’s in sport and one’s in business. I know you haven’t heard those before. It’s important for that grit and determination to stay there. It is important to have that for yourself. You don’t all of a sudden float to the top and become the cream. You keep that drive and that ambition to keep going.
As a real-life example of that, I lived in the house I bought in 1994, which was the same little, three-bedroom fishing village house, all the way through buying investment properties and everything else. All our friends who were renovating and doing improvements and buying bigger houses. I said to my wife, “There’s no way I’m going to be paying for this house twice. I worked hard to pay for the first time. I’m going to invest so someone else pays for my house the second time.” I invested the whole time while everyone else was going out and buying things. I’m not saying I had Rich Person’s Disease, but what I’m saying is I stayed focused on keeping things real. I still had grit and determination and goals in front of me. I can turn up to work every day and still have a future to look forward to and goals to achieve rather than getting Car Park Disease myself or Rich Person’s Disease myself. It’s a self-leadership thing rather than anything else.
I’ve seen that the same things around the funnels and some people that might work, but what you’re talking about is about earning the slow growth over time of how you build that momentum. I think that in the long run is a much healthier way to do it. When I hear people say, “That person is self-made,” none of us are self-made. Self-motivated, yes, but not self-made. We need other people. We can’t do it alone. You couldn’t have run your successful businesses without other people helping you along the way. We’re not self-made, but self-motivated. It’s something that I think is the separator.
The techniques of how you keep yourself self-motivated. That’s that self-leadership that I’m talking about. Before you can lead others, you need to have that self-leadership. Self-leadership is so critical to the actual component. I have System 1357 and one is about you. You need to be the best you can be or else you can’t lead other people. You can’t help people achieve their goals unless you know what yours are. You can’t do anything unless you’re here and you’re in the right mindset and frame set yourself. Being the best you that you can be is critical to leadership of other people.
That’s your system. System 1357, that’s your thing. As I’m thinking about people that are struggling out there, I immediately think of that. Thinking that that’s an opportunity for people. A proven roadmap for people to say, “I look at this from a standpoint of there might be many people out there that don’t know what they want to do next or are saying I want more but what I’ve been doing isn’t working.” It’s an opportunity to take a look at what you’ve put together and say, “What if I implement this? What if I do this? If I have that self-leadership to be able to do it, where can I go?” It’s almost like hitting the reset button for people.
System 1357 isn’t like, “Here’s a blueprint and here’s a ClickFunnel process.” It’s not any of that. In fact, I probably can’t help people start a business in a sense like a friend that said to me, “You should start your own.” He didn’t say you should go and start ReNet. What he said was, “You should get these systems and create your own.” I had that epiphany moment. It took a few years for it to come through. System 1357 is about those systems that can help you create whatever it is. You can be in the hospitality industry. You can be in the entertainment industry. You can be in the car industry. You can be in any industry you like and you can still implement these systems to grow your business and achieve your goals. That’s what it’s about.
My point to that though is that this isn’t a get rich quick or here’s the quick take on this. To me, this is about somebody that says, “Foundationally, maybe I can rebuild something that is durable here.” As I look at your system, that is something that it provides.
The reality is a lot of people like what I teach around the sales and getting some business. A lot of people respond to that, which I enjoy because I can have a profound effect on people tomorrow from what I teach now. I also am very aware that we’ve got to have the ten-year goal. Part of the seven is about time management. Where do you want to be in 2030? What business, family, lifestyle? What does ten years look like for you? Let’s go back ten years ago. How much money have you made in the last ten years? What do you have for that? If you’ve made $1 million in the last ten years, what do you have? If you made $100,000 a year for ten years, what do you have?
If you’re going to do the same thing in the next ten, what are you going to have? It’s important to have that long-term as well as the short-term. “I need some business tomorrow.” Yes, correct. You want some people saying yes to your products or services so you can achieve your goals. People respond to the techniques I teach around sales, but long-term, who do you want to be and how are you going to get there? What’s the vehicle and its systems? Systems you implement in your business that make the biggest difference. The best system company in the world is McDonald’s. They don’t sell hamburgers. They have a system which is people get to buy the hamburgers and that’s how they make their money. Their systems for training, teaching, serving, delivery, and marketing. They have the best systems in the world. Arguably, someone else could probably bring up another person. Amazon’s got some of the best systems in the world nowadays. Systems work.
I have appreciated this conversation, especially around that. I think it’s a great way to segue into if people want to reach out to you and learn more about this system and get involved in it, how do they do that?
System1357.com or you can follow me on LinkedIn as well. I put up a lot of free content. I share a lot of information, a lot of experiences, but if you want to get it now, you can go and subscribe to System1357.com as well.
Thank you so much for that. I started to go on it. I had registered for it. There’s so much information on there that it’s well done. You’ve done it, so it works. Thank you so much. I’m wishing you all the best. I appreciate your time. I’m glad we were able to connect.
Thanks for the readers. This is self-leadership opportunities so, well done.
Scotty has such a great background. I love his System 1357. I think it does provide so much power and ease of following for so many people that are looking for ways to elevate themselves. The fact that he talks so much about helping other people to get what they want that in the end, when we do that, we do get the things that we need by helping other people to get what they need. If somebody you think would benefit from this episode, I ask you to forward it to them. If you haven’t subscribed yet, it would mean the world to me if you would subscribe and also leave a rating or a comment on this or any other episode. That’s how this message around re-imagining leadership and finding a better way continues to get out there. Until our next episode, I hope you’re able to rise above your best. Peace.