Maybe I should have titled this blog, “Clueless new distributors and the decisions they make.” That might have been more accurate.
You see, most of us network marketing leaders work hard, really hard, trying to get our new distributors to “see what we see.” We know that once they have our vision, nothing will stand in their way. There is only one problem.
The typical new distributor or prospect thinks totally different than a network marketing leader. Why? Because network marketing leaders have been exposed to new ideas, new proof, and new standards and principles for living. Want proof?
Your new distributor joins with enthusiasm. The next day he opens his distributor kit, organizes the materials, and sets a date in his new organizer to read what’s in his kit. One week later after reviewing his kit, he decides that the brochures aren’t aggressive enough for proper marketing. Over the next few weeks your new distributor re-writes, re-formats, and micro-designs some new brochures. Once that task is accomplished, he stops.
That’s right. He stops. He has invested weeks of time, money, and energy in his business and will now wait to see if this investment will pay off.
Your new distributor lectures you on how to develop better prospecting materials. To prove his point, he designs the “killer” prospecting postcard in two colors. It looks great. After mailing out 500 postcards, two people join his business. Why? Because they were impressed by his “killer” two-color postcard.
What happens to his new recruits when they receive a “killer” three-color postcard in the mail? They jump to that program because the prospecting materials are even more professional. And they jump to the four-color postcard program, and to the four-color postcard plus letter program, and to the four-color postcard plus letter plus audio CD program …
I could give more examples, but I think we see the point. Distributors think differently … and that’s why they are still distributors … and not leaders.
So, who do we blame? Do we blame the distributor? Do we say to him:
“You don’t know what you need to know to be a leader. Figure it out quick!”
Sounds a bit presumptuous on our part, doesn’t it?
Well, if we can’t blame the new distributor for not knowing what to know, who is left in this relationship?
It is our responsibility as leaders to teach our distributors what they don’t know. We must teach them the principles of leadership. We must teach them what to think and how to think as a leader. There is no other way to get there.
We must teach our new distributors:
* To handle problems.
* How to position themselves when talking to prospects.
* How to focus their time on developing leaders instead of maintaining distributors.
* How to influence distributors.
* How to change distributors’ beliefs.
* How to understand the relationship between skills and motivation.
* How to create motivation.
* The three reasons prospects join, etc.
There is so much to teach, and so little time to master all these skills.
I often ask networkers the following question: “When you visit with your new distributors, what skills do you concentrate on teaching them?”
The usual answer is, “Huh?”
Scary, isn’t it? We have a whole bunch of networkers out there who don’t have a clue about what they should be teaching their new distributors so that they develop into leaders.
Personally, when I’m visiting with a distributor, I try to pass along insights on at least one of the 25 skills that I want to teach them. I know that first:
1. They’ll learn the skill intellectually.
2. Then they’ll see it in use in their own experience.
3. Later, they will understand the skill.
4. And finally, they will start using the skill automatically in their lives.
This takes time.
That’s why when people ask me which 25 skills I teach, I say, “It doesn’t matter.” Listing or even knowing the skills intellectually is useless. It takes time to assimilate and thoroughly understand how to use the skills.
For example, at most of my workshops, I spend almost the entire three hours on just one skill. And the attendees really “don’t get it” until a week or so after they leave. Sure they know the skill, but only after they have verified it through their own observation and experience will it become useful.
What do I recommend to these would-be leaders asking for advice on what to teach?
I recommend that they write down all the problems they encounter with their distributors. Then, create some skills, some ways of thinking, that would counteract these problems. And that’s what they should teach their distributors.
So I wonder, how do some networkers build leaders?
Well, when they visit with their distributors, they just … visit.
“Yes” Decisions Before The Presentation!
Instead of selling to customers with facts, feature and benefits, let’s talk to prospects in a way they like. We can now get that “yes” decision first, so the rest of our presentation will be easy.
You can get the new book on Amazon now:
Getting a “yes” decision first makes sense. Why would we even want to present our business or products unless our prospects wanted them first? Now our prospects will love every detail of our presentation.
No stress. No rejection. And a lot more fun.
Change happens. Change is never comfortable, but it always happens.
The leaders who go to the top in network marketing accept change, good or bad, as part of life. They make decisions, then get on with life. They make the best decision they can, then live with it. They don’t spend endless hours second-guessing their decisions.
Why adopt this strategy?
Think of it this way. You could try to manipulate changes into perfect solutions. Well, we know that will never happen in our non-perfect world. You would be busy for the rest of your life manipulating a change from 10 years ago.
So accept change. Make a decision. Then get on with building your network marketing business.
“Character is who you are. Reputation is merely what others think you are.” — John Wooden
This famous basketball coach simply asked his players to perform to the best of their ability. He told them not to worry about the opposing players because they could only control themselves. If they played hard, the outcome of the game would normally be in their favor. They could not control if the other team had a lucky game.
It’s the same in network marketing. Don’t worry about the outside influences that you cannot control. Instead, worry about what you can control — your own personal performance.
And learn the hard-core skills of communicating to people you can control. So instead of idle chit-chat or talking or presenting, learning exactly how to communicate to their subconscious mind’s programs is the skill we should concentrate on.”
If you commit to performing to the best of your ability, your bonus checks will take care of themselves.
Many distributors communicate at the lower levels of communication. To improve our sponsoring, we should try to communicate at the higher levels.
Here are the levels, starting at the lowest level:
1. Email. Hard to make any kind of connection in an email.
2. A physical letter. Great chance to write something in the margins or to highlight a phrase.
3. A phone call. Ooooh, much better. You get two-way communication, feedback, and can address the prospects’ questions instantly.
4. A video call. You can get feedback and see the expression on your prospects’ faces. You can even watch them roll their eyes and fall asleep.
5. Person-to-person. Total body language feedback and more.
But the very highest level of communication?
6. Person-to-person over food. No one ever gets mad at you over food. Meet someone for lunch or over coffee to insure great, friendly presentations.
Ask great questions and then wait for your prospects to really think about the consequences.
Don’t break the silence. Allow your prospects to develop their own internal motivation from these questions. Here are a few good questions to ask your network marketing prospects:
Most of the questions I get have to do with who to talk to and how to talk to them.
Searching for good niches of prospects is secondary.
How to talk to prospects is primary.
No matter how good the prospect is, we can say the wrong words. I had years of experience doing just that. Too many distributors try to fix their bad choice of words by finding new and better prospects to ruin. Not exactly a good plan.
Better words means you can capture more potential prospects. It’s just that simple.
There are four different personality types:
Each personality type sees the world differently. That means we have to talk to each of the personality types differently.
You are one personality type. It is easy for you to talk to others who have the same personality type, but you instantly ruin the prospects who aren’t like you.
Here is the payoff. If you can learn how to talk to the other three personality types, you would sell or enroll four times as many people! So this skill is worth learning.
If you want to learn more about the four color personalities, check out the book or audio here:
“I’m trying this business. Hope I will do well. Do you want to join?”
Okay, that’s not exactly what we say, but that may be what our prospect hears.
Most prospects are followers. They don’t want to follow someone who is not committed to getting to their destination. They don’t want to waste their time following someone who is going to turn back.
We must assure our prospect that we will do whatever it takes to get to our destination. That will make the decision to follow us easier for our prospect.
“There are two types of people in the world. Those that are open-minded and looking for opportunity, and those that are closed-minded and willing to accept whatever their boss will give them.”
This statement will help open up your prospect’s mind, so your prospect can lean forward, and look for reasons why your opportunity will work for him.