SUMMARY
• Managing an organization is a time-wasting practice that does for others what they should be doing for themselves, thereby creating codependency.
• Supporting the members of your group means being there for them when they call to ask for guidance, moral support, or request that you talk to one of their serious prospects.
• Managing organizations for our families and friends often causes the very people we love most to fail.
• Practicing a management mode is counterproductive for both those being managed and those doing the managing.
• We are empowered far less by heredity, luck, and circumstances, than by our vision of what we believe is truly possible for ourselves.
• Don’t be offended—be joyous—when new recruits finish their training and go to work without calling you every day and asking you to do everything for them.
• In this business, everyone has the ability to do great things, but those who lean on their uplines for every single thing are usually the ones who fail.
• What makes our industry so much grander than traditional employment opportunities is the fact that we are compensated ethically and generously for our productivity.
• If new associates want to earn more than the leader above them, they just need to be more productive, i.e., recruit more active frontline distributors and customers than do
their uplines.
• If you become frustrated because your associates are not successful, teach them to visualize the end result and direct most of your energy toward those who do.
• Because this is a business of duplication, your people will do what you do: If you manage your downline, so will they; if you spend most of your time prospecting and recruiting, so
will they.
• Baby-sitting a downline is not an effective way to build a business.
• The key to successfully building a large, dynamic organization is to steadily continue to prospect and recruit, creating a wide front line.
• Don’t make the mistake that results in nearly 50 percent of the failures in our industry: building your front line for the first few months, then stopping to manage your people.
• Merely overseeing the activities of your organization is not leading them, but rather misleading them into rearranging their deck chairs on the Titanic.
• Set your sights on the goal, consistently meet the steps outlined in your business plan,and don’t make excuses—whatever it takes, just do it!
• Of all the possible fiascoes stemming from the administration of your organization, “buying in” for your downline or teaching them to do this for their distributors is the worst.
• Promotional volume—that is, money spent on products, samples, and multiple kits is initially a means of helping distributors meet volume requirements for qualification.
• Real volume that is, products or services ordered for regular monthly usage by satisfied customers and distributors—is what ultimately creates passive residual income and is the essence of what makes network marketing a viable, ongoing business.
• Your business can survive without promotional volume, but failure to create Ls real volume, by not acquiring legitimate customers or not using all your own products, can
lead to the collapse of your entire organization.
• Network marketing is a business of distributors building their own front lines and teaching their people to duplicate that process.
• If each network marketer builds his own front line, following the advice “Go wide fast,” the depth will take care of itself, and the cream will always rise to the top.
• Support a large organization by teaching them three words: “You call me.”
• Be there for your downline to render moral support, coaching, and assistance in closing their prospects, but don’t try to do for them what they must do for themselves.
• Success comes to people with leadership skills, a sound vision, enthusiasm, and the willingness to put forth the effort to build an organization and find others who will do the same.
HARRY SIR LOFTY 0240787223
THE INCOMING NETWORK MARKETING APOSTLE.
TO BE CONTINUED……………
BADENYA HARRY 