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Home | Free For Beginners | Difficulty motivating your new distr . . .

Difficulty motivating your new distributors?

Maybe I should have titled this article,

   "Clueless new distributors and the decisions they make."

That might have been more accurate.

You see, most of us MLM 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 an MLM leader. Why? Because MLM leaders have been exposed to new ideas, new proof, and new standards and principles for living. Want proof?

Example #1:

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.

Example #2:

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? The 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 cassette 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 presumptious 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?


We, as leaders, are responsible 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 how 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 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 principles.

I often ask networkers the following question, "When you visit with your new distributors, what principles 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 of 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 on insights on at least one of the 15 or so principles that I want to teach them. I know that first they'll learn the principle intellectually, then they'll see it in use in their own experience, later they will understand the principle, and finally they will start using the principle automatically in their lives. This takes time.

That's why when people ask me which 15 principles I teach, I say, "It doesn't matter." Listing or even knowing the principles intellectually is useless. It takes time to assimilate and thoroughly understand how to use the principles.

For example, at my SuperSponsoring Workshops, I spend almost the entire morning on just one principle. And the attendees really "don't get it" until a week or so after they leave. Sure they know the principle, but only until they have verified it through their own observation and experience, it's useless.

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 principles, 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.

No plan, no agenda, no training. They just hope to be their friend and hope that magic happens. They hope that one day lightening will strike and their new distributor will automatically think and act like a leader.

I think they'd better hope for lots of thunderstorms.

Want some problems to build your principles around?

Here are a few to get you started:

1. I can't find any prospects.
2. My distributors are afraid to contact their friends and relatives.
3. I've memorized my company presentation and prospects still won't join.
4. I have to sponsor lots of people to be successful. It's just too much.
5. I'm going to quit because of this problem.
6. It takes too long to make money.
7. It isn't fair what happened.
8. Where do I find good prospects that want to join?
9. I went to training and I still can't get my business going.

These are just a few of the problems I encountered when building my business. That's why I started building principles to solve or eliminate these problems. And it worked.

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