In the previous lessons we discussed where to find
leaders and began to investigate how to develop them.
Now we're going to discuss the fun part - exactly
what you must teach leaders.
Yes, this is the big question!
>>> What do leaders know that distributors
don't know?
Look at it this way. You've taught your new
distributor to be a good distributor - and that
means you've taught him:
* All about the products.
* All about the company.
* How to be loyal.
* How to network.
* How to be positive.
* How to sponsor effectively.
* How to retail products.
* How to build a group.
* How to duplicate his efforts, etc.
After teaching your distributor all these
important skills, you now have a really well-
trained distributor - but you don't have a leader!
So now you decide you're going to teach your
distributor to become a leader.
>> What are you going to teach him?
Great question!
I'd like you to stop reading now and think about
this question. Why? Because as busy networkers, we
get so involved with building a business that we
fail to stop, think, and plan exactly what we
should be doing.
So here is your chance to plan. Take one minute
now to think of exactly what you should be teaching
your potential leader.
And remember it's not any of the things we just
listed above.
PAUSE
If you're like most people I talk to, you didn't
take much time to think of exactly what you should
be teaching your potential leader.
Now, I'm not sadistic, but I love asking this
question. I ask the question:
'Now that you've taught your distributor to be a
good distributor, how to be positive, how to
duplicate, etc., what are you going to teach him
so that he learns to become a leader?'
>> And the answer is usually dead silence.
People just stare blankly into space or stare like
a deer into an oncoming automobile's headlights.
This question paralyzes networkers because we
never think about how to really develop leaders.
Here is what many networkers do to attempt to
build a distributor into a leader.
They teach their distributor to be positive.
That's nice, but all they create is a more
positive distributor.
Or, they move in with their distributor.
All their waking hours are spent teaching new
skills to the distributor. They travel with the
new distributor. They do presentations with the
new distributor. They attend training seminars and
regional conventions with the new distributor.
That's nice.
The leaders bond and build a relationship with
their new distributor. However, all they
accomplish is developing a real friendly
distributor.
But it gets worse.
>> Do distributors waste your time?
Has this ever happened to you? Have you said to
yourself,
'This distributor would make a great leader. I'm
going to travel with him, help him become
positive, and train him with everything I know.'
And what happens?
Most times it doesn't work out. All of our
training and effort is wasted. Our distributor
does not become a leader. Worse yet, he may even
quit our business.
And there you have it. Six months, a year, or even
more of our time - wasted!
All of our time and effort -- and nothing to show
for it. Not only did we waste our time, but we
wasted our distributor's time too.
If all of this sounds familiar, you're ready for
the next lesson.
17 December, 2009
01 December, 2009
Leadership # 6
Danger! Danger! Depression approaching!
Remember Lesson #5? Giving your prospect a book?
When you give your potential leadership candidates
this test, I have to give you this warning:
>> You might get depressed.
And you might expect too much from these people.
I'll tell you a story about a friend of mine in
Canada. He was doing pretty well with his
business, but after he heard about this leadership
test, he went out and gave a test to some of his
distributors.
He called me a year later and said:
'I took your advice last year and I gave my best
distributors the leadership test. I gave them all
a book. Here's what happened. All of my so-called
potential leaders - flunked! I felt really bad and
totally depressed.
'Then, here is what I did next. I gave this same
test to a bunch of second-stringers - you know,
the people who didn't drive as nice a car, didn't
have as many contacts, didn't have as big a
vocabulary, didn't seem like the salesman - just
ordinary distributors who weren't quite as good as
my top people.
'Again, some of those second-stringers failed.
However, a few of these distributors passed the
test, and I've spent the last year working with
them. It's been the most productive year of my
life!
'I don't have to call these people to make sure
they're coming to meetings. They call me to make
sure I'm going to be there. We have the most
positive people at our opportunity meetings -
people who are motivated, people who are going
places. It's been a fantastic year!'
The reason I tell you this story is not because it
has a happy ending.
I tell this story because here is what will happen
after you read this lesson.
You'll give this leadership test to a lot of your
best distributors and most of them are going to
flunk. And then you'll say:
'I know my brother-in-law would really, really
make a great leader and the only reason he didn't
read the book is . . .'
>> And you'll start making up excuses for people
who aren't ready to become a leader.
Then, you'll start investing time with really nice
people who didn't pass the leadership test - and
won't become a leader. Bad for business.
So be prepared for some disappointment. Don't take
the results personally. You're only looking for
distributors who pass the test and are willing to
invest action to back up their words.
Let's move on.
We've given our distributors the leadership test
and now we've identified people who look like
ordinary distributors, who act like ordinary
distributors, but these are special people. These
chosen few will now be trained to become leaders.
>> Here's the $64,000 Question!
Remember step #3 from the beginning of these
lessons? Well, if you don't, let me review these
three logical steps.
Step #1: Define what a leader is.
We have three definitions. This step is easy.
Step #2: How to find leaders.
We just covered this. Sure we can find leaders,
but they'll be temporary leaders. The permanent
way to build leaders is to train ordinary
distributors (who pass the leadership test) to
become leaders.
Step #3: What to teach leaders.
Yes, this is the big question! What do leaders
know that distributors don't know?
Look at it this way. You've taught your new
distributor to be a good distributor - and that
means you've taught him:
* All about the products.
* All about the company.
* How to be loyal.
* How to network.
* How to be positive.
* How to sponsor effectively.
* How to retail products.
* How to duplicate his efforts, etc.
After teaching your distributor all these
important skills, you now have a really well
trained distributor - but you don't have a leader!
So now you decide you're going to teach your
distributor to become a leader.
>> What are you going to teach him?
Great question!
But the answer is too long for this lesson.
(Time flies by rather quickly when we're
having fun learning to build leaders.)
So, in the next lesson I'll start to cover this
third step so you'll have a step-by-step
formula for exactly what to teach your
distributors so that they grow into leaders. I'll
also give the exact examples and methods I use to
teach these important skills.
Remember Lesson #5? Giving your prospect a book?
When you give your potential leadership candidates
this test, I have to give you this warning:
>> You might get depressed.
And you might expect too much from these people.
I'll tell you a story about a friend of mine in
Canada. He was doing pretty well with his
business, but after he heard about this leadership
test, he went out and gave a test to some of his
distributors.
He called me a year later and said:
'I took your advice last year and I gave my best
distributors the leadership test. I gave them all
a book. Here's what happened. All of my so-called
potential leaders - flunked! I felt really bad and
totally depressed.
'Then, here is what I did next. I gave this same
test to a bunch of second-stringers - you know,
the people who didn't drive as nice a car, didn't
have as many contacts, didn't have as big a
vocabulary, didn't seem like the salesman - just
ordinary distributors who weren't quite as good as
my top people.
'Again, some of those second-stringers failed.
However, a few of these distributors passed the
test, and I've spent the last year working with
them. It's been the most productive year of my
life!
'I don't have to call these people to make sure
they're coming to meetings. They call me to make
sure I'm going to be there. We have the most
positive people at our opportunity meetings -
people who are motivated, people who are going
places. It's been a fantastic year!'
The reason I tell you this story is not because it
has a happy ending.
I tell this story because here is what will happen
after you read this lesson.
You'll give this leadership test to a lot of your
best distributors and most of them are going to
flunk. And then you'll say:
'I know my brother-in-law would really, really
make a great leader and the only reason he didn't
read the book is . . .'
>> And you'll start making up excuses for people
who aren't ready to become a leader.
Then, you'll start investing time with really nice
people who didn't pass the leadership test - and
won't become a leader. Bad for business.
So be prepared for some disappointment. Don't take
the results personally. You're only looking for
distributors who pass the test and are willing to
invest action to back up their words.
Let's move on.
We've given our distributors the leadership test
and now we've identified people who look like
ordinary distributors, who act like ordinary
distributors, but these are special people. These
chosen few will now be trained to become leaders.
>> Here's the $64,000 Question!
Remember step #3 from the beginning of these
lessons? Well, if you don't, let me review these
three logical steps.
Step #1: Define what a leader is.
We have three definitions. This step is easy.
Step #2: How to find leaders.
We just covered this. Sure we can find leaders,
but they'll be temporary leaders. The permanent
way to build leaders is to train ordinary
distributors (who pass the leadership test) to
become leaders.
Step #3: What to teach leaders.
Yes, this is the big question! What do leaders
know that distributors don't know?
Look at it this way. You've taught your new
distributor to be a good distributor - and that
means you've taught him:
* All about the products.
* All about the company.
* How to be loyal.
* How to network.
* How to be positive.
* How to sponsor effectively.
* How to retail products.
* How to duplicate his efforts, etc.
After teaching your distributor all these
important skills, you now have a really well
trained distributor - but you don't have a leader!
So now you decide you're going to teach your
distributor to become a leader.
>> What are you going to teach him?
Great question!
But the answer is too long for this lesson.
(Time flies by rather quickly when we're
having fun learning to build leaders.)
So, in the next lesson I'll start to cover this
third step so you'll have a step-by-step
formula for exactly what to teach your
distributors so that they grow into leaders. I'll
also give the exact examples and methods I use to
teach these important skills.
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