Developing servant leadership characteristics could be the missing element that business owners need in the long term.
Because most business owners are focused on their own success and aren’t very good at sharing the spotlight with their team. Most sales leaders focus on the numbers, and spend most of their time managing quotas, tracking results, analyzing performance.
This is a huge mistake because if you want your company to grow, everyone needs to be working together in a positive way. If you’re not providing opportunities for your team members to shine then they won’t reach their full potential. You need to shift from the transactional mindset to being more strategic in order to drive sustainable business growth over time.
The first step is understanding what servant leadership characteristics are that will help you achieve this goal. Let’s take a look at few key traits that can help you transform your sales efforts into something truly remarkable!
Scott Schilling is an executive coach, trainer, speaker, and author, who has over 35 plus years of sales and marketing experience
He is on a mission to help entrepreneurs, business owners, and executives to transform their business by achieving more sales profitability, with less effort and expense.
In this episode, Scott shares powerful servant leadership characteristics that really drive sustainable business growth.
Some topics we discussed include:
- What is servant leadership in today’s context
- Is there a difference between servant leadership and leadership
- Scott’s journey towards servant leadership
- Is developing servant leadership characteristics enough to become an intentional servant leader
- How does servant leadership play out at all levels in an organization practically speaking
- The role of empathy in leadership and what it looks like practically
- How to leverage vision and empathy to lead
- Why Scott sought 19 mentors and how he suggests we approach mentoring relationships
- How to seek out servant leadership qualities in others
- Why building a community is a key trait to possess
- and much much more …
Listen to the episode
Scott will be talking about servant leadership characteristics in this episode. But I thought it’d be a good idea to start with your journey in particular. Could you tell us about a time or of the incident that got you started down this path?
Yeah, absolutely. I was very fortunate, I read the book, “See you at the Top” by Zig Ziglar, when I was probably 17 years old, or thereabouts. And there was a quote in that book that forever changed my life. And the quote was, you can have everything in life you want, when you simply help enough other people get what they want. And so it was a real positioning statement. And I adopted it wholeheartedly. It became my life credo. It’s, it’s where I work from in so it’s if I can share with you, and or the audience, something of value, ultimately, that will help them. And ultimately, some good will come to me because of that. No strings attached. But the fact is, when I do enough and create enough value, it’s going to be good for both of us.
I think I’ve read that book as well, quite a while ago. But I was just wondering, it’s one thing to read something like that, in a book quite an hour to completely understand what it means and have enough context to be able to apply it. Was there a bit more to your experiences than just the book?
Yeah. Because once you read the book, and once you adopt that approach, you start to develop your own implementation strategy, have that right, you start to do it. And I found it in a lot of things I did, I just I it started me on a path from an implementation side of asking questions of learning. It kind of ties along with Stephen Covey’s, seek first to understand, then be understood. Right. Again, it’s that positioning side of it. So it’s how you grow your modus operandi, how do I work in a general thing, as an example, as a professional speaker and trainer and coach, I share this many times with people and it shocks them. But I said ultimately, even in this situation, I am third. And they said, What do you mean by that? Ultimately, you, the podcast, producer, and host are number one, I have to be here on time ready to go. Committed to giving you value for us to have a continuing relationship, then your audience and delivering a solid message here today is actually number two. Because if I deliver a solid message in your behalf for them, that they can implement and take action on, some good things are gonna happen. And then it comes down to me. So again, that’s that servant leadership side. Now one of the concepts that I teach is become I love teaching and acronyms because if you remember the acronym, you’ll remember the principle typically. So I teach consistently become an asset to everyone you meet a five-letter acronym for a spontaneous servant every time become a spontaneous servant every time the rest takes care of itself along the way.
Scott, as I understand it, you are an executive coach, trainer, speaker and author. And you’ve got something like 35 plus years of sales marketing experience, as well as public speaking to corporations. And really you want to help entrepreneurs and business owners or executives to transform their business by achieving more sales profitability, with less effort and expense. Would that be a fair summary of yourself?
It’s a little bit hard to believe I got 35 years of experience for a 29-year-old guy but sure
Scott, I’m curious about your journey to date, what would you say is your personal area of strength?
Oh, I think it’s a big part of it is perseverance and persistence, and understanding that all things work together for my good that I didn’t say all things are good. I said all things work together for your good. So the opportunity exists to be an asset to other people to help people along the way to accomplish your dreams wants and desires in if you just stay at it, somebody asked me yesterday about failure. And I said, failure is actually a four-letter word, quit. That’s the only time it can be a failure. Everything else is a learning event. So over my career, and being a little more mature, now, that’s a code word for older. The fact is that, in fact, I have had many learning events, across my life and across my career. And I believe that I’ve been gifted with the ability to share that in communication, but also tasked with that my lessons are not simply for me, they can be leveraged for others. And so that’s why I love doing shows like this to be able to serve audiences like yours.
And in the area of strength, what would you say is something that businesses don’t know but should?
Oh, I think they’re not watching and observing the actions that are taken consistently enough. The only way you can get feedback is to take an action. And so when they take an action feedback is delivered. The question is, are they looking at observing, absorbing and responding to that feedback? They they tend to take the actions and galectin work. And you say, what part didn’t work? I don’t know. That doesn’t do you any good. That didn’t work is okay. As long as you learn something from it, I made somebody upset, or it cut off and the potential distribution channel or something along the way happened, that could have been avoided.
And given that we’re chatting about seven leadership, would you say that the definition of servant leadership has changed over the years? Or is it pretty much the same?
I think it was first founded around 1970, or something like that. And I would have to believe or first labeled around that time. And I would have to believe, just because times have changed that that probably the definition has changed. And I’m one of those guys that remembers when I started. And what worked when I started. And I’m the same guy that still does a lot of those same things today. It worked many years ago, they work today, sometimes people think new and improved is automatic, new might be automatic, not necessarily improved. So as an example, where I was in this conversation the other day, I remember being in sales territories before cellphones existed. And so you actually had to do business in a face to face environment, or you didn’t get to communicate. And so people who have only had the opportunity to have that tool. Now, it’s a wonderful tool. But what people forget is, it’s a tool, it is not the entire activity. And so, again, if you look at communications, today, I see a lot of communications that are breaking down, because people aren’t realizing that communication is really a personal event. And that’s why I love again, having the opportunity to do shows like this to be able to communicate that message alone.
So there’s a lot of terms being used around the core term of leadership, whether it be servant leadership, thought leadership, etc. are these really just ways of describing what a leader should be? As opposed to a new school of thought around leadership?
Yeah, I think a big part of it is exactly that. It’s trying to create the catchphrase of the day. People are trying to find the magic bullet. presentation and selling and business really haven’t changed. And quite frankly, people have made it much harder than it needs to be. Like the presentation of the sale of a product is really four words. Identify a problem provide a solution, that it’s no harder than that. But they tried to dress it up and, and put some lipstick on a pig and make something really exciting. When it really is, if I talk to you and I ask you some questions, and I understand your problem, I may or may not have the solution to that.
But what I personally work to do is to be the solution to that, meaning if I don’t represent that product, I’ll either recommend you to somebody I know that does, or I will obtain that product so that I can be a solution to you. And I think that’s the biggest issue. I think there’s too much assumption of everything these days, and not enough investigation. And sometimes I think people think if I have to do the, if I have to do the research, and I have to learn all this about you, oh, my God, this is gonna be so much. It really isn’t. I can ask you two questions. And in two questions have a pretty good idea of how I can be of service to you. It doesn’t have to be long and involved, that’s been created in somebody’s imagination, quite frankly, it just has to be succinct, and powerful. And that still can be accomplished today.
Okay, I love this idea of asking questions and the sermon leadership, as you put it, I would like to think I have a degree of empathy towards companies and people that I work with. And I like to especially focus on stories that are not told by a company themselves, but from others sharing their experiences about their journey with their product or service, and positioning the company as a bit of a guide in the journey. And the role very much like what you’d be describing alluded to the fact that empathy is a big part of it. And I think I heard that in what you were saying as well, is that a key part of being a servant leader
Absolutely, you have to be able to foundationally people do business with those they know and trust. And so again, when I train on this topic, I suggest that they adopt the fact if they don’t know you, they don’t like you. Now, that may or may not be true, but just adopt the harsher version of this. People do business with those they know and trust, if they don’t know you, they don’t like you. And if they don’t like you, they don’t trust you. But they have to trust you in order to do business with you, or to follow you as a leader. So same thing from that side.
One of the ways that you get people to know you, and like you, is to align with you or align with them more appropriately. And empathy is a genuine co feeling of a situation. Right? I can empathize with you not sympathize, not take it a different, but I can feel how it makes you feel in if I can do that. You’re going to get people to like you quicker and trust you faster. And so if the true need to do business is trust, empathy is going to play a part in that. And the other side is what people want. They want you to feel what they’re going through. And have you have the be empathetic to their situation. Right?
So I can feel what it’s like when somebody doesn’t show up on time or somebody blew some time zones this morning, and a very important meeting we had. And they were on Pacific time. I was on central time and then so there was a two-hour miss. He came back he said I’m so sorry. I said you know what stuff happens? I know we’ve done a lot of business together. We’ve had a lot of calls. I know that wasn’t purposeful on your side. And he just went – Thank you. That’s a little bit of empathy.
For the other one would have been I can’t believe you missed the call and oh, my right, and pop them in the forehead. If it’s about no trust, you start the damage know, like and trust if they do things like that. Empathy leads to trust and trust is imperative. Excellent
What would you say are other qualities or characteristics that typify a similar leader?
I think those who are willing to step out of the norm is more of a lead by example than tell people what to do. It’s let me share with you how we’re going to go about this. And now follow me and be that be a leader. There’s a reason now in order to Be a good leader. At some point, you have to be a great follower, you have to show that you have that capability to follow. You’re not the leader all the time. You can be a leader a lot of the time. But the reality is, there are times that you’re the follower. And that’s okay too. Because now you’re learning from that situation. So, again, I think a big part of it is be consistent with words, actions, and deeds, be congruent. Don’t sit there and say to one person, oh, the best way to do this is to talk nicely in a nice tone. And then hang up the phone and terrier, one of your sales staff, a new one, because they were late or missed a call. It’s incongruent. Again, consistency, congruence, are all important things.
You talk about certainly having empathy, encouraging others, and valuing opinions. From what I hear, would you say that the person should also be one who’s invested in their team and their co-workers, so much, so that they’re quite aware of what’s happening in their lives and is able to help to a degree or show some understanding with their life issues?
I think, professionally, the more that you can know somebody, and the more, the more you can support them, quite frankly, if the only thing you know about them is your business relationship. But they’re going through something really nasty in their personal life. They can’t help but bring some of that into the business world. But if you don’t know about anything like that, then you’re going to probably look at them differently. That if you then if you knew Now you don’t have to know every sort of detail. But if they’re going through something, I have a friend that their daughter was murdered. There, they had, they’ve had all these different things. If that’s horrible, like as a father myself, I can’t imagine how that much must feel. So again, now, here’s where the empathy kicks in. Right? Just because of that fact that there are probably topics or areas that might bring up a response from them. That if you didn’t know that you might take differently. So again, I think that the more that you can know about people, I love to get to know people, the chances of us doing business, when we first meet is maybe 5%, the chance of you needing to know something, or someone I know is probably 95%. So again, become the asset to them outside business. And there are situations where I’ve gotten to know people, and I’ve known them for 10 years, and had consistent conversation over 10 years and never did a liquor business. And then all sudden, 10 years later, they said, Hey, we’re doing this, I think you’d be a great fit. I was a 10 year overnight sensation. Right? The fact is, it’s just the way it worked out. Now, I would love the sales cycle to be shorter than that. But in that case, that’s what it was. And really, the sales cycle was almost immediate, because it wasn’t a sales cycle. It was just a confirmation, because of the trust that had been built up over the years.
Excellent. And is there something to be said for being persuasive, and being able to conceptualize or imagined possibilities in the future?
I vision cast all the time. In other words, I work to help develop a meaningful vision in behalf of somebody and then shirt with them, cast it in front of them, to have them grab on to it or modify or start this future thinking so that they can see themselves in that role. And there they are far more likely to take advantage of whatever the process is to get them there, if they can see their future ahead of them. So vision casting is very important.
So what about persuasiveness
I think it’s the same. I think persuasion is is an interesting term and process. Because as a sales professional, I don’t ever want to sell you anything. But I always want you to buy a lot from me. So, therefore, it’s imperative that I create an environment for you to want what I have. See, both of those could be termed persuasion. But if I persuade you to Take an action that you don’t really want to take, you’ll probably not like it, you’ll not want to do it a second time. And you’re not probably going to like me. None of those are good things. But if I vision cast, I put you in that place, you can see the end result of that action.
That’s a form of persuasion. But now you adopted, it’s a much gentler, and much less resistant, you’re not going to be mad at me, because you made the decision for you. You didn’t make the decision, because I wanted you to. And I think that there are ways of creating an environment for people to want a particular solution, which is ultimately persuasion. But when they act on it, it’s now they thank you for it, as opposed to be upset with you for it. Okay,
I’m sure there’s at least a listener going. Certainly, the sure sounds nice, it seems like the right thing to do. But how do I reconcile this with all that’s happening in my business, and the need to deliver on numbers and targets and all the rest of it.
The reality is, we all have numbers, we have to hit we, there, we, we all have that same situation. If you’ve not been a student of or a fan of or implemented student leadership in the past, they are servant leadership and in the past, to go from nothing to 100% isn’t a way to do it anyway, it would be to listen to podcasts like this, get some great information from you, and from your guests that that share it and start to implement and go in understand it is a desired approach that you’d like to learn your way into. And that way, do just be more consistent with servant leadership and grow your way into it. One of my mentors always used to say, grow into it, don’t go into it. So take the process and say, I really would like to be like that, or there were mentors in my career that I looked at. And I said, I would like to be more like him. You don’t just snap your fingers. And that happens. You study their demeanor, you study their actions, you study their consistency, you study, and you learn your way into it.
And it’s interesting. Because somebody said to me the other day, you remind me of someone. I said, Who’s that, and they gave me a name. And it was one of my mentors. There’s so much like him, I’ve worked to be much like him, he’s very successful guy, I wanted that same success, he modeled it, I took the information over time, I was able to, obviously achieve some of it because it connected with somebody. So I would suggest the same.
Everybody has numbers and performance that they have to accomplish. Do it in the way that makes your heart, just go pitter Pat, get really excited and passionate about it and go from there, and be in an industry or a task that you just love doing. People say, What would you do if you weren’t being paid for it? I love training people. I love sharing the knowledge that I’ve learned from my mentors over time. My statement to my mentors was give me everything you got, and I won’t keep it. I’ll share it with my students. So again, it’s that same kind of approach. virtually nothing goes from position a deposition be at the snap of the finger. It’s work on it consistently and continues to improve.
I love that, quote, grow into it when I need to keep in mind in use in the future. What would you say to someone who has come into a position as a new leader who really doesn’t care about all the relationship side of stuff, just very focused on on the numbers, hit your targets and look at growing the company because ultimately, that’s what makes him look good to the shareholders, the Board of Directors etc. And you have a person who really wants to show empathy and care for his team, to their customers. But it’s just becoming very difficult because the leader keeps reminding him or her that it’s not about the customers. It’s about the the figures and the targets that we need to meet.
It’s my way or the highway kind of approach. And you were posing that very nicely by the way. The reality I have, personally, I have always worked, that I need to look one guy in the mirror every day and be true to that person. And if I’m asked to do something, I’ve been asked to do something certain ways in my career. And I said, Yeah, I’m not going to do that way. And some have required me to back out of the situation. And if that’s the way it is, that’s the way it is. And some have been able to, I’ve been able to guide the culture so that it modified by saying, I, I truly appreciate your approach to this, can I share with you what I have found by calling on this market for this period of time, that might be informational to you. So again, become an asset to that person. Now, sometimes that can work, sometimes it might not work. I quite a bit over the years, you change, when you’re fresh out of university and fresh out of just starting your job, and you’re all full of pee and vinegar, and you’re ready to make it happen. You go like a bull in the china shop. And so you accept the crud and go do that. Over time you learn what you can live with, and what you can feel good about. And again, yeah, it’s always about working to understand the other person, and why they’re that way. If you can do something that makes them the hero, it’ll amazing how their response to you will change it. To me, it’s always about making the other person a victor.
You talked about having several mentors, if I’m not mistaken, in your life today. 19. 19. Wow, tell us why first and we’ll get to get my question.
Scott Schilling 26:50
The Why is really simple. They’ve been there and done that somebody invented the wheel. And there are only two ways for the wheel to be utilized. One is on the edge, the way it’s been designed, or one is laying flat that you have to push it along the ground. I would like to talk to the guy who designed it and say which way would you prefer it up on its edge or laying flat? He can help me save a lot of effort that way. So the reason you have mentors is that you’ve or for me personally, I’ve chosen the ones who I believed to be the expert in that topic. At that time. They became the expert in that topic at that time, because they created a system, they created a model. And so if I, if one of my mentors said to me one day, and this is going to be very profound. He said, Scott, if you want to do what I do, what I do, it’s no harder than that if you want to do what I do, and mentors have been there done that they’ve experienced as an amazing teacher, it’s just a very expensive teacher. So if you can borrow somebody else’s experience, what they’ve learned a long time, across their career, across their implementation, it will help you be able to be more successful. If that’s available to you why, why wouldn’t you take advantage of it? It only makes sense to
You talked about your mentors having pregnant certain models that that worked well for them. These models that you’re referring to business practices or certain qualities that they exhibit.
It can actually be one or the other or both. So the end. So as an example, when I wanted to learn, success and success principles, I chose jack Canfield, who wrote the book, the success principles. He also wrote the foreword to my last book, because we became great friends over time. When I wanted to learn stock market education, I turned to my co vol and Freddie Rick, both amazing traders that had systems that one more far more than they lost when I wanted to become a professional speaker. I found john Childers, who was the millionaire speaker maker. And john had just 1000s of students that he had taught to present appropriately from stage. And so the point is, that their model is probably a combination of both the topic that they’re the expert in, but then the business practices it takes to accomplish that topic from that side. I’m sure when you went into broadcasting and everything you looked at a couple people before you and said they didn’t just buy a mic and a headphone and a way to record This and just go, you probably looked or read at least read something from somebody you respected That said, if you do this and you do this, it’ll take you on the path to success. That’s what it is. It’s a combination of both.
I’m curious, a lot of these folk that you mentioned specifically, suddenly quite well known and certainly quite busy with their own practices and businesses, how have you managed to reach out to them and persuade them to enter into a mentoring relationship with him?
I know this is gonna sound overly simple. But I asked him, at one point, I was at an event and that was any speaking event early in my career, very early in my career. And I walked up to one of them after they we happen to share the stage. In other words, we were on the same event together. And I felt very blessed to be there. And I said, You are absolutely awesome. I was wondering if I could buy you lunch and just sit down and ask you some questions. And they said, Absolutely. And what you’ll find is anybody who’s worth their salt will do that. Because many times people are afraid to ask.
But the other side of it is, if they’ve achieved that level of success, the chances are, somebody else invested in them. My mentor had mentors. Yep. And those mentors had mentors. And they followed that same path. So they, it actually takes them back to the day where they go. Play, I remember when I was in your place. I’m so glad I had lunch with that guy. Because he taught me so much stuff.
And so part of it is to be truthful, walk up and say, Hey, I truly respect what you just did. And I would love to ask you a couple questions about it, if that’d be okay. And I think you’ll find that most people will take you under their wing. And depending on what level of engagement you want to have, it might work in through a paid-for situation, and you’re going to have to pay them. The fact is they’ve earned that experience. Now you can buy that experience, but better to buy it from them, as opposed to buy it from the marketplace. Getting your head kicked in.
Yeah, yeah, certainly. I’m a little curious, you certainly alluded to the fact that one of your mentors said, if you want to do the things that I do, you need to do the same at times, and I’m just trying to wrap my head around this because our business models might be different. So the way in which we apply a certain aspect of what you want to achieve may look different. I’ve had situations where someone said, this is how I do it, which is terrific because it fits that particular purpose. I tried to adapt it to my particular situation. And it doesn’t work out so well. I go for feedback. And they say it’s well, it’s trial and error, you’ve got to work it out. Is that really a mentoring relationship? Because I’m trying to figure out how to make this work. And I’m not getting much feedback or input into the process, because I really don’t know how.
Well, I would suggest that’s not really a mentoring relationship, because there’s a mismatch in style or mismatch in heart. Again, I shared earlier that when somebody brought me in to do a presentation of theirs, I saw the presentation, I said, Great presentation, I will absolutely not give that. And they said why not? And I said, it’s not me. It doesn’t fit me people won’t believe it. I don’t believe it. Now, conceptually, I will present the product, but let me rewrite the presentation in my style. And so we did it work very well. And they didn’t believe it could be done that way. I didn’t believe I could do it the other way. So it worked.
Yeah, I but I think sometimes, again, it is almost in mentoring, it gets back to it’s my way or the highway. Right? This is the way I do this one, one of my mentors, that same mentor. It was really interesting. A couple of years out in being on the road and doing a lot of talks and everything was coming through town. He said can I buy you dinner and I said you buy me anything I’m in. I’ve spent a lot of money with you. And he said I’ve got to ask you a question. We went to dinner and he said I’ve got to ask you a question and I said What’s that? He said I’ve trained 1000s of speakers in your easily the most successful out of all the people I’ve trained. But he said I got to ask you a question. I said, What’s that? He said you’re the only one who has ever done everything I told you to do. Why did you do it? And I said I’ll answer that after you answer my question.
He said, okay, what’s that? I said how many dollars worth of checks did I write you? And he gave me a number? And I said that sounds about right. And I said, how many of those checks? Did you cash them? He said, all of them. I said, exactly. So why would I pay you all that money? And then that listen to what you said.
So you’ve got to find the mentor. Prior to starting, in my opinion, you got to find the guy who is most likely now did I do everything exactly the same, he wore sweater vests onstage, he had a shirt, and it didn’t matter if it was 200 degrees outside, he would have a sweater vest on, that was his brain. I wasn’t going to wear a sweater vest, his shirt and a sweater, but I wore a sport coat. But that was my brand. So the point is, there was a little interpretation there. But it was more about the consistency of dressing as your brand.
Okay, so there are some things that you could change. The reality is, find the one, find the mentor, that fits your personality style, and your delivery, and your comfort levels, as best you can before you start. Because otherwise, you’re going to get somebody that says, I’m the best there is at this. And so you got to do it this way. And you go, I just None of this makes me feel good, you’re going to be miserable, you’re not going to do it, you’re going to change things, it’s not going to work, you’re going to be miserable, you’re going to waste a lot of money. None of those are good results.
Would you say that suddenly finding the result that you want is important? But you should really also be looking for those servant leadership characteristics in there, in order to make sure that this is going to be a good fit?
It is for me because again, let’s go back to the only guy answer to one guy, I only worked for one guy, he’s up above me. And so whatever your spiritual belief is, but the other side of it is the only guy I got to look at it every day is me and mirror. And if you’re miserable every day, you’re not going to do a good job, you’re not going to be good at what you do. Period. Whether you work for yourself or not, if you’re not happy, you’re not happy. And you’re not going to disguise it to in your customers aren’t going to jump all over. So I would say that you’ve got to find the people that fit you from where you are, unless you are so new and so green, and you just don’t know anything. And you need somebody to kick you in the butt. There are plenty of those people out there too.
That’s certainly not my favorite. With this idea of mentoring and the seven leadership. Would you say that building community is a characteristic that they should possess?
I think we are in a time. If you look at the book, the pendulum written by Michael drew and Bill Thompson, I believe, basically talks about we cycles and knee cycles. And we go on these 40-year cycles as a society where the pendulum shifts that it’s all about me for 40 years, then it’s all about us, for 40 years, we’re in we’re probably 810 12 years into we cycle of that 40 years. So let’s say for the next 20 to 30 years, thereabouts. It’s going to be more about community more about coming together. I’m a huge advocate for building community for getting like minds like hearts together. It’s not so intellectual and tactical, that’s more strategic and relational. Right? It’s heartfelt. That’s my approach.
Now, I coach a lot of people and those who want somebody who comes from a heart center and has had success, there are people that come from the heart center, but I’ve never had success because people go all that soft. And that’s what it’s not at all it’s actually firm and powerful. It’s just from a different place. Yeah, yes. If that’s the kind of coach you want, I’m that guy and would love to coach you because I think there should be more people like that funny, novel concept. So again, I think it comes down to knowing who you are and what your skillset is, and then matching it and aligning it with the right people to learn from and to emulate. And success is yours. You just need to, you need to write the path.
What about stewardship, you’ve obviously gotten to a place where you’re a leader in an organization that you have obviously attained this level of success. Is there something to be said about stewardship and the way you manage what you’ve been given?
Scott Schilling 40:25
And I’ve done that extremely well in periods of my career. And I’ve done it not extremely well in periods of my career, and doing it extremely well, as much better, by the way, just, yeah, I think that’s the I think that’s another part of it, that sometimes we take our eye off the ball. And I did, I’m fallible, just like anybody else’s, I’ve done some really pretty cool things. And I’ve done some kind of not-so-smart things. And it’s, but that’s what they call it life, you live through those things, you learn those lessons. But I do I think, the, at this level, or this stage of my career, I realize that I’ve been granted some pretty amazing opportunities, and some ability to share that and steward some of that with others. As I said, I believe my platform is to do what I can do to return respect to honor and dignity to the planet. That’s called lifting people up. I love doing my own show on a daily basis.
And the reason I do it is to lift up my guests, it’s, it has very little to do with me, it has to do with giving them the opportunity to share them so that they can do better. That’s a way of stewardship for me. And I think that I think we all have that opportunity, I think what the pandemic allowed us, if you did it is some time to think and regroup personally and say, hey, these are the things I was doing really well, then do more of those. These are things I was doing. Probably not so great. I might want to examine those a little bit and do these things better. And I think hopefully, this is a time where stewardship is one of those things where we were all in this together.
We’ve got a worldwide incident going on here. And I don’t know that we all know exactly what’s going on yet. I think a lot of people think they know what’s going on. And I think a lot of people think they know what’s going on and have no clue what’s going on. And I don’t know that I know what’s going on. Yeah, there’s a lot of information swirling around. So better to take care of each other at a time of need. And I think we’re in that time.
Certainly, Scott, just wondering, do you have an example of perhaps someone you’ve coached? Who has adopted this servant leadership way of thinking? And could you tell us about the difference it’s made to them and their business?
Yeah, I can think of a number of examples. Now, many times the people that I coach are on that path when they come to me and just want to go a little bit further. And so we may be refined some things along the way, and do that. But yeah, I’ve got students who had a grand understanding of the difference between fame and impact. And the incident was that they really wanted their book to do better because 50 Shades of Grey was outselling it and look at the smarten everything in this book. And yet my book has got all this good content, and it just doesn’t seem right. And I said, Oh, so you’re after fame, not impact. And they said, What do you mean? And I said, so you just want to sell books because you want to sell books? And they said, No, I want to have the impact. I said, then it shouldn’t matter. And they said, What do you mean? And I said, What if you only sold one book, I said that she goes, that’d be terrible. And I said, but what if you sold that book to the woman that became the next Mother Teresa? That’d be wonderful. Okay, so you’re after impact, nothing. I think part of it is helping people really define what they’re after. And so after that coaching and things went on and doubled and tripled her coaching, and ability in the people she was reaching from that. I’ve had people when we took one of my clients from 8 million to 100,000,005 and a half years because we set some foundational principles in place. And then we taught everybody in the organization as we grew. Everybody was taught the exact same way. And so we were able to catapult that business. So I, it’s interesting, I grew up playing five sports. And when I look back at my coaches, they all taught fundamentals. And to this day, I can remember some of the things that they said about being in the proper position when this or that was about to happen. And so in business, that’s what I work to do is share the fundamentals that will take you from where you are to where you want to be. What do you want to accomplish, any of your listeners can accomplish virtually anything they want to, we used to say we were six degrees of separation, right? You were six people away from talking to anybody on the planet. It’s not true anymore. You’re maybe one one and a half degrees of separation, with the internet with everything that’s going on, if you want to meet somebody, it’s almost done. You just got to have that desire and understand. So again, my coaching clients and the folks that I work with, I work to help them accomplish their visions, their dreams, their desires. And some of those are massive. And I’ve been very blessed to have people be tremendously successful and create all sorts of, of windfalls and things like that. And they all come up feeling better somehow. So that’s good.
Scott, this has been great. I’m just curious is what would you say, has been the key driver for predictable growth in in your own business? I know, you talked about relationships and wanting to serve others. But is there anything else that you would say has been a key point?
The reality is, and I’m a true believer in relationships. And one of the blessings about getting older, it just means your relationships are longer and probably more evolved. And you’ve got the ability to talk to people who is also evolved in their careers. If you’re 24 years old, and you’re talking to another 24 year old, there’s only so much that they’ve experienced. But if you’re 54 years old, talking to another 54 year old, there are more experiences along the way. I think that personally, I’m a relationship guy, I want to I love getting to know people, and I do it and teach it with no strings attached. High intention, low attachment, high intention of learning and imparting something great low attachment as to what comes out of it. I saw your request for a guess. And I reached out and I said I’d love to add value to your audience. Now you can say, awesome, let’s have a call. And Let’s Discover, let’s see if that’s a good idea. Once we had the call, you could have said, The guy’s a knucklehead. I’ve got no desire to have him on my show. Or you can say, Yeah, let’s do this. And I come into it with one desire, provide value, answer your questions in a way that they’re serving you and serving the audience. Now, what’s going to come out of this? got no clue. But that’s okay. I think, quite frankly, the more value you provide. Over time, more things will automatically happen for you. It becomes, Hey, aren’t you the guy that I heard? Somebody said something about you because you were on this other thing? Or I read your book or haha. Sometimes it takes a while for all the that’s the Connect. Right? Yeah, you never know. Yeah.
Brilliant. Scott, I think we’ve covered a fair bit around this whole idea of servant leadership. But when you say that there’s this something that we haven’t quite highlighted or covered, that we should
You know, I think we I think you’ve done an excellent job of directing this first to create some great value for your audience. I appreciate educated questions and, and you’ve been great and interpreting the answers and throwing back the next one. So I think we’ve done a… I think you’ve led a masterful way to get these answers in to do it. I would leave everybody with the encouragement that they can really become anything they want to become. They just have to believe it enough. put in the time in effort to learn the different things and go do it and live a happy life. Life is short life is precious. You’ve been put here for a reason. Each one of us has unique talents and capabilities, find your gifting and live it full out, you’ll live it having a lot more fun and being a lot more successful, quote-unquote, based on your definition, and just utilize the gifts and talents you’ve gotten. Everybody has them. Sometimes people don’t realize until way too late
Excellent. Scott, if you were listening to this episode, what would you say would be your top takeaway?
Oh, boy, there’s been a lot of stuff here. That leading with your heart is a good thing. It’s not a bad thing.
Excellent. And Scott, if listeners were curious and want to find out more or to connect with you, where would you recommend they head to?
They can go to Scott Schilling speaks.com. Or they can email Scott at Scott Schilling calm and not hard to get a hold of.
Terrific, Scott, this has been great. Thank you so much
Thank you having me I really appreciate it. Thank you, everyone, for listening.
Related links and resources
- Check out Scott’s website
- Learn from Nicole Santer- How to Create a Thought Leadership Event That Actually Drives Growth
- Learn from Minter Dial – How to Develop 5 Essential Leadership Characteristics That Boost Growth
- Learn from Gail Gibson and Kavita Satwalekar – Resilience in Leadership: How to Create Resilience And Growth Despite Constant Change
- Listen to my interview with Warren Coughlin – How to Use People Process And Performance to Set a Growth Agenda
- Listen to my interview with Kris Grant – How to Create a Powerful Stakeholder Engagement Plan That Drives Growth
- Listen to my interview with Kristen McAlister – How to Hire Fractional Executives to Quickly Scale Business Growth
- Listen to my interview with Lucas Root – 5 Essentials to Developing Leadership Programs that Boost Business GrowthGet even more inspiration with Susan Baier – What is Thought Leadership and How to Become a Thought Leader With Original Research
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