How to be a Successful NETWORKER!

[smurkydad]

---

(here's the 4th installment from my mentor - smurkydad)

LESSON 4:

What is my definition of a leader?

I have three definitions of a leader. These aren't
the only three definitions. They're not all-
inclusive. These are just three definitions to
give us an idea of what we are looking for.

The first definition I heard is from a man named
Tracy Dietrich in Dallas, Texas. He says that
leaders are professional students of the business.

In other words, leaders actually read the sales
manual that came with their distributor kit. By
this definition, everybody reading this newsletter
would be a leader. We're students of network
marketing - always looking for new ideas and
information.

Leaders listen to audio training tapes, read
books, go to upline meetings and, whenever they
can, they attend company conventions. You'll see
leaders hanging around with the upline leaders
hoping to pick up a good idea.

I like this definition. It makes it easy to spot
leaders. Just go to any training meeting and
you'll see the chairs full of potential leaders.

>> Sounds good, but what is my second definition
of a leader?

This definition is a little harder to explain but
easy to observe.

Imagine that you decide to take a vacation to
Hawaii. You're going to miss your local weekly
opportunity meeting. Somebody will have to conduct
your weekly meeting.

A leader is someone who will do the opportunity
meeting, make sure the product display is there,
pay for the room, and assumes the responsibility
that everything runs smoothly - and you don't have
to call from Hawaii to see if it was done.

In other words, you're on vacation and you don't
have to worry or check on anything. This leader
was glad you left town so he could take the
responsibility!

This is a pretty good definition of a leader. He
is someone who does his business without your
constant motivation and checking. He is someone
you don't have to worry about.

>> The third definition of a leader is the
toughest.

This definition separates the so-called leaders
from the real leaders. Here it is:

A leader is someone who handles problems.

Let's say there is a problem in the downline. Mike
didn't get his order or Mary talked longer than Al
or there was some bad news in the local press, or
whatever.

A leader handles the problem.

Your leader will call the home office to trace the
order, will help Al understand why Mary talked
longer, or support and counsel a devastated
distributor who is upset over some bad publicity.

The leadership test is this:

Will the problem filter upline to you?

If you have a distributor whom you think is a
leader -- but the distributor is still passing
problems upline to you, this distributor doesn't
qualify to be a leader.

This is a tough test, but it separates leaders
from the crowd.

Now we have three clear descriptions of a leader.
We know exactly what we are searching for.

Now that we have a really good grip on what a
leader is, the next question in your mind should
be:

>> Step #2: How do I find leaders?

That's simple.

There are only two ways to get leaders.

The first way to get leaders is to steal them.
That's right, steal them. We're all leaders here,
so let's be honest. People try to steal leaders
all the time, don't they?

They say:

'Come over to my business and I'll give you $5
more than what you're making over there.'

So the leader changes loyalty and moves to another
company.

What's the downside of this?

Well, if the leader will change allegiance for $5
more income, then what's going to happen when
someone else offers this leader $6 more income?

Ouch!

If this leader can be bought once, he can be
bought again.

So we could steal leaders, but the problem is that
we will only end up with temporary leaders. This
means we'd have a job for the rest of our lives,
replacing leader after leader, wouldn't we? This
isn't what we're looking for.

You see, a lot of distributors advertise for
leaders. They try to persuade leaders to come over
with the newest hot deal because it's a tenth of a
cent lower or it pays 1% more. But what happens
when someone else offers two-tenths of a cent
lower or 2% more?

The temporary leader is gone.

It's just a full-time job replacing temporary
leaders. It's not really building a permanent,
loyal network marketing organization.

So I would like to eliminate further discussion
about stealing leaders because that's not really
what we want to do.

We want permanent income.

[smurkydad]

Lesson #5:

So what's the second way to get leaders?

The second way to get leaders is to build them
from scratch.

In other words, we are going to find a distributor
who is not a leader now. Then, we're going to
teach him exactly how to become a leader. But
there is a challenge!

If this distributor is not a leader now, he is
going to look exactly like any other temporary
distributor, right?

So how do we know who to build into a leader? How
do we avoid wasting time building the wrong person
into a leader?

Have you ever worked with someone who is
coachable, committed to action, wanted to be a
leader -- and that person never became a leader?

Has that ever happened to you? Have you
experienced the wasted time and effort?

Well, I spent my first 15 years in network
marketing with this same frustration.

I did this. I said:

'If you want to be a leader, let's go for it.'

So I moved in with the committed distributor. We
drove all over the country together. We made phone
calls together. We gave meetings together. I
taught the distributor everything I knew.

>> And most of the time, he didn't become a
leader.

I ended up wasting a lot of my time. The distributor
wasted a lot of his time. And nothing permanent was
accomplished.

That all changed when I met a guy named Tom Paredes.
He came up to me and said this:

'Tom, you're an idiot.'

Of course this immediately got my attention. I
said to myself:

'I'd better listen to this guy. He's right. He's
telling the truth. I've been wasting all this time
working hard - but training the wrong people.'

Tom Paredes continued. He said:

'If you're going to train everybody who says that
he wants to be a leader, it's not going to work.
Talk is cheap.'

So I asked the obvious question:

'So how do you know who to train and who not to
train? Everyone wants to be a leader. They told me
so. How do you know which one to work with?'

Tom Paredes' simple answer was this:

'You simply give them a test.'

I smacked my forehead - I'd just wasted fifteen
years! Why hadn't I given these candidates a test?

Well, because . . . I never thought of it. And now
that I know I should give the candidates a test,
what would be my next obvious question?

You're right! What kind of test should I give them?

Again Tom Paredes had a simple answer. He said:

'You give them a book! Tell them to read the book
and that you'll check back with them in three days
to discuss the book.'

>> Now it all made sense.

Let's say that you were in a business and you
sponsored me. I said that I wanted to learn to
become a leader, so you say:

'Tom, here's a book that's really going to help
you build your business. I know you want to be a
leader. Today is Monday. Why don't we get together
on Thursday and discuss what's in this book? I'll
show you how you can use it in your business.'

Of course I'll thank you for the book and say that
I'm looking forward to our Thursday meeting. Well,
Thursday comes and you call me.

I start making excuses over the telephone and say:

'Well, I couldn't read the book on Monday, because
that's when Monday Night Football comes on
television. And then on Tuesday, I had to work
overtime on my job. Wednesday night is family
night. That's when the family goes out and I can
watch television in peace. So I really haven't
read the book yet.'

>> What would that tell you about me?

That says:

'Hey, if I can't put forth enough effort to read
the book, what chance is there that I would put
forth an effort to take guests to meetings? To go
to other training and listen to tapes? To drive to
conventions?'

This doesn't mean that I will always be a non-
leader. It just means that at this time in my
life, I'm not willing to make a commitment. It
doesn't mean I'm a terrible person, it just means
- hey, I'm not going to be a leader right now.

It's important that we give this test before we
invest time in training a distributor to become a
leader. If we don't perform this test, any time
that we spend with an uncommitted distributor is
wasted.

We may be stealing time from somebody who
desperately needs to be a leader.

So what happens if you give me a book and the next
morning I give you a call at 6 a.m.? I say:

'I know it's early, but I am wired with
excitement. I've highlighted the book and made an
outline. I know it's 6 a.m. but let's get together
for breakfast. If we hurry up, we can have
breakfast at 6:30 a.m. and talk about this book
before I go to work.'

What would that tell you?

>> Ka-ching!

We have a winner here. This is a simple test but
it makes all the difference in the world.

By the way, I haven't mentioned which book to give
as a test, have I?

Of course, you can give them a Big Al book because
they'll learn great recruiting techniques. Any of
my five wonderfully written books would do.

>> But it doesn't matter which book you give as a
test!

Why? Because it's only a test. You're only
checking for action from your potential leader.
Remember, almost everyone will say that they want
to become a leader, but talk is cheap. You have to
check for that action commitment.

So if you don't have a brilliantly written Big Al
book handy, you can give them a National
Geographic Magazine, right? It doesn't matter.
You're only checking for action.

By the way, if you don't have a book or a
magazine, what else can you give as a test?

You could use videotape, an audiotape, or have
your potential leader listen to a conference call
- or send him to a store for milk and cookies.
It's only a test.

But if you don't have a book, an audiotape, or
even videotape, you might reconsider your
leadership capabilities.

I will be sending you Lesson #6 in a few days.

[smurkydad]

sorry for the temporary absence....

[smurkydad]

Lesson #6 in Getting LEADERS

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.

After you read this newsletter, you're probably
going to grab a superbly-written Big Al book and
give this leadership test to your brother-in-law,
your friends, and to your best distributors.

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.

[smurkydad]

Here's Lesson #7

In the previous lessons we discussed where to find
leaders and began 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.

[smurkydad]

Lesson #8

I bet you have been thinking about what to teach
your potential leaders, haven't you?

>> Could we be teaching the wrong things?

In order to know what to teach distributors to
build them into leaders . . . we first must
identify the true difference between leaders and
distributors.

What is the difference?

* Are leaders taller?

* More handsome or more beautiful?

* Live in better neighborhoods?

* Drive different types of cars?

* Memorize presentations more accurately?

* Have outgoing personalities only?

* Self-starters?

* More focused and driven?

>> Here is the real difference.

The only difference between leaders and
distributors is how they think. In every situation
or problem, a leader will think differently than a
distributor.

Aha! So if we can train our distributor to think
differently when problems, challenges, or
situations arise . . . then we'll have a fully
trained leader. Great!

How are we going to do this?

We will make a list of problems, challenges, and
situations and write down:

1. How a distributor would think, and

2. How a leader would think.

Once we've completed our list, we'll start training
our potential leader, the person who passed the
eadership test from last issue.

When a problem, challenge, or situation arises,
we'll take our potential leader aside and say:

'There are two ways to think about this - as a
leader and as a distributor. Let me show you the
difference.'

Then we'll methodically explain the difference
between the two ways of thinking. A potential
leader can't learn what he doesn't know. We must
give him the knowledge so he can learn this new
type of thinking.

If we don't do this, your potential leader will
never develop, will flounder aimlessly, and will
attempt to learn and memorize all kinds of nice
information that won't help him to become a
leader. Your potential leader will become
frustrated!

Here's what happened to me. Back in 1974, I'd been
in the business a couple of years and desperately
wanted to be a leader. A famous leader with our
company came to town and said:

'I'm going to show all of you how to become
leaders.'

Now, I'm excited. So there I'm sitting in the
front row - well, actually I'm in the second row
because I don't want to be called on or
volunteered for anything.

The famous leader tells our group this:

'If you want to be a leader, be more positive.'

I'm sitting there thinking:

'Could you be a little more specific? That doesn't
help me at all. There's nothing tangible that I
can grasp. I've been trained to be a good employee
all my life. My teachers told me to get a good
job. My employer says to work hard and I can get
promoted to a better job. I think like an employee
and you have to tell me exactly what to do.'

I left that meeting pretty frustrated. I didn't
get the knowledge and information I needed to
change. The worse part was that I didn't know what
to change in order to become a leader.

>> Do your potential leaders suffer the same
frustration?

If they do, let's solve their frustration and
teach them exactly how and what to think in every
problem, challenge, or situation.

The best way to show you how this works is to
give you some practical, everyday examples that
you can use right away. Let's get started.

Imagine that you sell a product. You go next door
and sell some product to your neighbor. You come
back home, order the product from the home office
and . . . it's on backorder!

If this happened to you, what would you think?
Would you think:

'This is terrible! I took my neighbor's money and
didn't deliver his products. He is really going to
be mad at me. And then he'll tell everyone in the
neighborhood that I am dishonest. My reputation
will be ruined. I'll never be able to show my face
again. Everyone in the neighborhood is going to
laugh at me. My company can't even keep the
products in stock. That's a simple job. If the
company can't even keep products in stock, well,
they probably won't be able to pay bonus checks.
They probably can't even hire and fire employees
properly. In fact, I bet they don't even have
employees - just a bunch of answering machines.
The company is going to collapse. And Western
civilization as we know it will collapse! This is
terrible - I quit!'

>> Would you characterize this as leadership
thinking or as distributor thinking?

It's obvious - this is distributor thinking and
you would get distributor results because of this
thinking.

So just what would a leader think about this?

find out in Lesson #9 ...

[smurkydad]

(congrats! you're really serious if youve reached this far - smurkydad)

Lesson #9
Everyone has problems.

Leaders and distributors face the same problems
every day. Leaders don't become leaders because of
a lack of problems. They become leaders because of
how they think and handle problems.

>> Leadership thinking.

How would a leader think when confronted with the
exact same backorder situation? A leader might
think:

'Whoa, the product's backordered. These products
are so much in demand that even if my customers
give me money, they still can't get the product.
It's so exclusive and selling so well, the company
can't keep the products in stock. My new customer
is going to be so impressed, he'll probably order
two or three times more product to make sure he
can get some. That means two or three times more
product volume for me, and two or three times the
bonus check. Wow! I hope they bring on some more
backorders - yes!'

Would you characterize this as leadership thinking
or as distributor thinking?

It's obvious - this is leadership thinking and you
would get leadership results because of this
thinking.

>> Here is what distributors don't know.

It doesn't cost anything to change your thinking.
Most distributors think:

'Well, I'm stuck with one kind of thinking.
There's no way that I can change it. This is the
only way to look at situations.'

This 'I can't change my thinking' viewpoint comes
from years of conditioning from parents, teachers,
friends, and employers. But this viewpoint isn't
true.

Of course, we can all change our thinking - if we
want to. But how do you convince your potential
leader that he can change his thinking?

>> With a story.

Stories are the best way to change people's
thinking. They are easy to remember, and your
potential leader can see himself in the story. He
can identify with the story.

To help your potential leader see that changing
one's thinking is possible, try sharing a story
similar to this:

Imagine that you're driving along one day and a
green Mustang automobile almost forces you off the
road. The driver appears to be a young teenager
and he is obviously speeding. How do you feel?
What do you think about the driver?

If your potential leader answers honestly, he'll
say:

'I don't like that teenager. He's reckless and I
almost had an accident. Someone should report him
to the police and have him arrested.'

Later that day you get a call from the hospital.
It's from your son. Your son says, 'Hi. Just
wanted to let you know that the doctors said that
I'm going to be okay. I fell off my bike and
suffered a serious cut. I could have bled to death,
but fortunately a teenager in a green Mustang was
driving by. He picked me up and raced me to the
hospital just in time.'

Now, ask your potential leader this:

'What do you think about that teenage driver now?'

If your potential leader answers honestly, he'll
say:

'You're right. I did change my thinking, and it
didn't cost me anything. The situation was the
same. And you know what? I could have chosen to
change my thinking about that teenage driver even
if I didn't get that additional information.
You're right. I can change my thinking any time I
choose.'

Now that your potential leader understands that he
can change his thinking, you'll want to teach him
this.

Point out that there are two ways of thinking -
leadership thinking and distributor thinking. If
you think like a leader you'll get leader results
and if you think like a distributor, you'll get
distributor results.

Then give your potential leader a big dose of
personal responsibility. Tell him:

'I'm not going to change your thinking. That's up
to you. If you want distributor results, think
like a distributor. If you want leadership
results, think like a leader. It's strictly up to
you which results you want. Pick the results you
want in your life, and then you'll know which type
of thinking to choose.'

This is a big step -- but this is the only way you
effectively build a leader. Because if you don't
do this, you're going to spend a lifetime fixing
all their problems, answering all their questions,
holding their hands, and trying to re-motivate
them after every challenge.

>> Okay, okay. So what exactly will I teach them?

Let's make this concrete here.

First, write down all the everyday problems you
encounter in your business.

Second, for each problem, write down what would
represent leadership thinking and what would
represent distributor thinking.

And third, write down any appropriate stories that
you could tell your potential leader to help him
change his thinking from distributor thinking to
leadership thinking.

That's it. That's what you're going to have to
teach them.

Let's write down some common problems and how
we'll teach our potential leader to change his
thinking.

Write quickly, because . . .

I will be sending Lessons #10- #13 this time ONLY to those who are deserving.

[smurkydad]

to those who are interested with lessons #10 - #13, kindly post your email here.... or PM me

[TFDjolan]

nice! this is very inspiring thread..

your success and dreams starts at the BIG YOU!

just a share.. how to get your Big Dreams in MLM(networking)

it all starts with YOU!
next is you must have a GLLA = Good Listening and Learning Attitude.
why? because MLM business is a copy business, the first time you've joined because of the presentation till down to your leaders is still the same presentation, also you must motivate yourself to attend company trainings to be a leader.
next step is you must LEARN the business fast!
once you know the business next step is you must TEACH it to your next leader,
once you transfer what you've learn from the business to your next leader it will be DELEGATED.
once your leader delegated the business this will start for you to get DUPLICATED
once you are duplicated, and your duplicate leader also teach it to the next leaders.
this will starts for you to MULTIPLY because you have now many leaders in your group.
once you multiplied, you will now have a BIG NETWORK of leaders.
when you have now a big network, BIG INCOME will come.
when you have big income now.. it starts for you to get your BIG DREAMS!

this is the easy steps to get your big dreams, that's why it starts with you.
because if you don't take action, don't expect for a good result.

remember you are the Director, Script Writer and the Actor/Actress of your life..
also don't forget your Producer, always there to help you.. it is God who will be your producer.

[salaryloans]

Improve yourself and the future will take of itself. Focus on personal development.