(upbeat music)
- [Dan] What value do I put into systems,
and what value do I put into having a staff,
kind of contribute and build a system with you?
And he asked this question
on my How to Build Systems video.
I think first of all,
I need to go back to the basics
of when you should and you shouldn't focus on systems.
Sometimes as entrepreneurs,
they focus on systems a bit too early.
If you watch my Millionaire Success Cycle chart,
that take you through seven steps
of how to build a million dollar company.
So, I'll give you the first four steps first.
The other video, the other steps,
you can watch my other videos to find out,
you can search for it.
But the first four steps is attraction, retention,
optimization, and systematization.
So, only when you figure those three things out first,
how to attract clients, how to retain clients,
how to optimize the client, the of value each client,
then you can systemize it.
Now in terms of systematization, every CEO,
I think, they have their own style.
Every leader has their own management style,
leadership style.
With me, I believe much more in transparency.
That there are some managers, some leaders that where
they're very secretive about what they do,
and the big picture,
and they just want kind of like dictatorship.
You do this and you do that.
I don't believe in that myself.
I believe in getting a team involved.
Although, at the end of the day, the strategies
and the decisions would fall onto my shoulder,
but I would like to get a team involved.
Because one plus one doesn't just equal two,
it equals ten.
That when you have a good culture,
that when your team member,
that's why myself, I never use the word employee.
I tell people, I don't have employees at my company.
Every single person I see as a partner, as a member,
as an inner circle,
that's the way that I view what I do.
They are either my mentees or we are business partners.
I always see them as an integral part of what I do.
I don't ever see that as, oh, they're just some employees.
Because I think that,
personally I think that mentality is out of date.
Okay, nowadays it's not so much, oh, I'm at the top,
just picture this, I'm at the top and you guys are
all like a pyramid underneath that structure.
My whole focus, my whole organizational chart,
it's more I'm the big circle in the middle,
that's my brand, but I have all these circles
around me that they all have their own areas of
expertise and ideas on how they can make this better.
Now, why is this important?
Because when you're building a system,
when you're transparent, and I review basically
weekly with my team, every single week we're trying
to make what we do a little bit better.
It could be one percent better.
It could be, hey, here's something that gets repeated
again and again.
Can we systemize it?
Or here's a mistake that we made last time.
How can we prevent that in the future?
And it's a whole team effort.
So it's not becoming, hey, I want to fix this,
let's systemize it.
It's not that kind of philosophy.
The whole culture is, how can we make it better, constantly?
If we're making a video, how can we make it better
next time better than this time?
If we are launching a product, launching a program,
we're doing any kind of marketing,
how can we tweak that and make it better as time goes on?
So, very much so,
every single week we're spending
time with the team on how to make things better.
And then, we want to have a different element,
If something gets,
if you do something more than
three, four, five, ten times, then you need to ask
yourself, okay, is there a way that I can automate it?
Is there a way that I can systemize it?
Is there a way that I can outsource it?
You've got to think about that.
Now, when you review with them,
I like to just hear the ideas.
With any one of my teams they can always come to me
and say, hey, Dan, I think we can make that better.
So, I encourage them to do that,
I have that kind of culture.
Versus, not like, oh, I'm afraid, I have an idea,
I don't want to tell Dan.
No, I say, tell me.
And if it's good, then I'll tell them it's good.
If it's not good, I will give them a little
bit of coaching on, okay, I don't think this is a
good idea, and here's why.
My role, in some way, because as a mentor, as a coach,
my leadership style is much more like coaching.
I like to coach them,
not just them good enough to do the task,
but for them to grow as a person.
And that's a big distinction.
Where it's not just, hey, I'll teach you to do this,
now you do this task,
but I always just take the extra time and explain,
hey, do you know why I want you to
do it this way?
Do you know why I'm thinking that certain way?
Do you see why we need to do it that way?
And when you do that, they grow as a person.
And they keep growing and growing.
So, one think I take pride,
one thing I'm very proud of,
if you have met with, if you have done business with,
you have talked to the people who have actually worked
with me, I think they could all tell you that by the time
they started with me,
and to where they are now,
not just they make more money and all that,
that's all good, they're more successful,
but they have grown tremendously as a person.
Spending one year with me,
they probably have learned more
in, you know, the last ten years of whatever they do.
And I take pride in that.
I take pride in that.
So, I think that's the sign of a good leader.
So, that's the answer.
Do you do systems?
Yes.
Do you review it with the team?
Yes.
How often?
I do it once a week.
But it's more the idea, the culture, the attitude that
everybody works together.
They want you to do better because when you do better,
everybody does better.
When you have that, you don't need to be so formal of
oh, we're going to have a system
meeting every two weeks and we're going to have,
we're going to this and we're going to have procedures.
Yeah, do that,
But they would do that with intention,
because they want to make it better.
And that's a very big difference.
And that's how you build the systems.
So, systems follow leadership.
Somebody question below.
Make sure it is a good question.
I'll take my time.
I'll answer it.
I'll see what I can do.
However, make sure it is a good question,
because a lot of people, sometimes they,
I get emails every single day.
They want to mentor by me, they want my help.
This is a way for you to do that, but if I'm going
to answer your question, take action.
Don't waste my time.
Don't waste your time.
I want to make sure this is productive for both of us.
Until next time, I'll see you my friends.