Money Making Power Tip

Rave Reviews
From Those Who Have
Experienced Jim’s Work
"Jim gave us tools that we can begin using today. I learned
more in one day about working with my people than I have the
past eight years of being in network marketing."
R.W., Double Diamond, Costa Mesa, CA.
"I made a real breakthrough today. Your training helped me to
move past a selflimiting belief that I had been trying to over
come for years. I want my whole downline to go through this
training."
B.M., Distributor, Balboa Island, CA.
"I was most impressed! This should be a must for everyone
going into, or in network marketing. I am looking forward to
the next opportunity for my team to attend your training."
A.I., Distributor, Tustin, CA.
"Jim is totally committed to teaching effective business strate
gies that truly work. He totally understands network market
ing from both a distributor and corporate point of view. He’s
definitely a breath of fresh air as compared to others I’ve
experienced in the industry."
R. B., Toronto
"My people were literally blown away with the transforma

tional qualities of your work."
K.R., Double Diamond, Scottsville, VA.
"Jim, your work has demonstrated for me just how simple and
rewarding network marketing can be."
W. H., Santa Cruz, CA.
"Jim’s training materials offer something for everyone, from

retailers to the most successful business builders. I am grateful
that he has chosen to share his wealth of knowledge with oth
ers. What he offers within this book and his training is simple,
effective and highly duplicable."
G.A., Montreal
Do This.
Get Rich!
FOR NETWORK MARKETERS
Do This
Get Rich!
FOR NETWORK MARKETERS
25 WAYS TO
BUILD WEALTH
THROUGH
NETWORK MARKETING
By
Jim Britt
SELF‐MADE NETWORK
MARKETING MILLIONAIRE
Cataloging‐In‐Publication (CIP) data
on file with the Library of Congress.
Copyright 2008 Jim Britt
ISBN 0‐9662171‐8
All rights reserved. Printed in the United States of America.
No part of this publication may be reproduced, stored in a
retrieval system, or transmitted in any form or by any means,
electronic, mechanical, photocopying, recording, or other‐
wise without the written permission of the publisher.
Publisher: Master Key Productions, Inc.
P.O. Box 1743
Grass Valley, CA. 95945
888‐546‐2748
Dedicated to those who have
the courage to take the path
that leads to freedom.
***
i
Table of Contents
Introduction iii
What’s Time to a Pig? 1
The Right Mindset 17
Being On Purpose with a Purpose 33
Attention to Detail 47
Selling the Dream 53
Your Business Foundation 69
Prospecting for Gold 95
Your Business Strategy Portfolio 107
A Checklist for Success 135
Marketing Your Unique Selling Features 141
Creating Value for Others 155
Building a Winning Team 173
Seven Steps to Sponsoring Winners 191
Handling Questions, Objections
and Misunderstandings 211
The First 72 Hours 219
Followup, Support and Nurturing 227
The Making of a Leader 235
Secrets of Being a Great Sponsor 257
SelfManagement 269
The Millionaire Maker’s Attitude 277
HighPerformance Checklist 289
Achieving Personal and Financial Freedom 293
Letting Go 299
Being Your Best 307
The Beginning 317
ii Do This. Get Rich! ‐ For Network Marketers
***
iii
Introduction
“Tomorrow I may die and return as a spider or a snake and
someone will be trying to figure out how to get rid of me. But
today I am a human, a rare species, aware and awake with an
imagination to create and grateful to be alive. When I look at
my life in this way hesitation about anything is absolutely use
less.”
Jim Britt
There’s a fine line between merely doing well and actu‐
ally achieving great success. And that fine line is most often
having the courage to take that first step.
For most of us what we learned, or better said, what we
didn’t learn in school still kicks our butt in adulthood—and
oftentimes in a big way.
We grew up in an environment where shooting for per‐
fection, an 'A', was always the goal. At least it was the goal of
our teachers and parents.
Many people have their self approval and success
wrapped up in the illusionary concept called perfection. And
that’s not a good thing because when we get in the real
world and make the shift from being an employee to becom‐
ing an entrepreneur we bring the 'school mind' with us and
it won’t work in the real world.
Trying to be perfect locks our feet in quicksand and takes
us down. And as a result we lose time, energy, support, self
esteem and our self‐worth along with it.
"I'll start this idea/project when everything is just right."
This is the self‐talk of most new network marketers and
iv Do This. Get Rich! ‐ For Network Marketers
entrepreneurs. And then somehow the right time never

seems to happen.
Perfection will never happen and seeking it before you
begin will kill most opportunities. I have many friends who
are worth millions, even some who are billionaires. I've been
in their private jets, their pent houses, their incredible
homes, and I have never seen ANY of them be perfect in
ANYTHING they do. Never!
Let me introduce you to a philosophy that changed my
life. Not only did it change my life, but thousands of others
who have bought into it as well.
Here it is. You don't have to get it right, you just have to
get it going. Let me say it again. You don't have to get it right,
you just have to get it going. So if you want to do well in life
financially or in any area of your life take this idea called per‐
fection and throw it out the window. Do it now!
Stop stealing your greatness from the world because
you're waiting for everything to be just right. It's not neces‐
sary.
Stop seeking approval and acceptance from everyone
around you. Give it to yourself. Yes. And then take action and
allow yourself to make mistakes…to not be perfect. Who
gives a hoot if people laugh at you? Big deal! You'll be laugh‐
ing at them someday sitting in your big home on the water
with your butler waiting for you to ring the bell.
We all have greatness inside. We have the seed of success
waiting to be ignited, shared, and profited from. I know
sometimes it's tough. You feel alone with your goals and
plans. People around you might say that you're wasting your
time. Well, I believe in you. You can do it. You don't have to
get it right, you just have to get it going.
In this uncertain business and economic climate, more
and more people just like you are seeking a way to improve
Introduction v
their quality of life and plan for a brighter financial future.
But for most people, the dream of achieving real financial
success, of revitalizing the greatness we promised ourselves
earlier in life, seems totally out of reach today.
The “American dream” has propelled many men and
women to great success, and even today draws millions to
this country from around the world, all dreaming of a
brighter future.
But today, having a dream and working hard isn’t
enough. What’s needed is a vehicle for turning dreams into
action and action into results.
Let me explain the word vehicle. People read books and
attend seminars on how to be successful financially. They get
all the necessary motivation, but they receive no practical
means of applying what they’ve learned. In other words,
they have no vehicle.
Millions of people believe the most viable vehicle is a
business of their own.
However, most don’t take advantage of an opportunity
because of the large capital investment and the potential risk
involved.
This has created the emergence of an industry called net‐
work marketing. It has become so popular because in most
cases a person can start a business of their own for under
$500.
Network marketing offers a vehicle for self‐motivated
individuals, with unlimited possibilities for product‐related
benefits, financial rewards and personal freedom.
Right now in network marketing there are people just
like you who are making more money than they ever
dreamed possible…and you can do it too, and with little to no
risk. Whether your ambitions are big or small success can be
vi Do This. Get Rich! ‐ For Network Marketers
yours if you are willing to make a decision to get ahead in life
financially, take action and work hard.
The network marketing industry is building bridges
between research, technology, state‐of‐the‐art products, ser‐
vices, consumer goods and the needs and demands of soci‐
ety. It’s the beginning of a new revolution and you’re
definitely at the right place at the right time! It’s the success
story of this century, and it can be your success story as well!
Network marketing is creating such a powerful opportu‐
nity that professionals from all walks of life have found
greater success than they’ve ever dreamed possible. In fact
it’s happening to someone just like you this very minute!
In my training programs, I’ve met doctors, carpenters,
attorneys, writers, accountants, factory workers, teachers,
high school dropouts like me, and every other professional
you could imagine, who are thriving in a business they cre‐
ated from home.
As for myself, when I was first introduced to the business
world over three decades ago through network marketing,
little did I know that it would change my life forever!
I was a factory worker working on an assembly line. I
had no money to start a business of my own. I had dropped
out of high school, so I had no formal education. I had no
business experience. I was literally living from paycheck to
paycheck.
Looking back, it’s really hard to believe just how many
benefits I’ve received as a result of that decision I made over
three decades ago.
Network marketing provided me with a way of earning
what I was worth instead of what someone else told me I was
worth and that was exciting to me.
As a result of my success as a network marketer and as
an entrepreneur, as well as a few failures along the way, I
Introduction vii
have gathered a complete set of principles that will guide any
ambitious person toward becoming and remaining a success
in a business of their own.
I have shared these principles with more than a million
people with dramatic results…people just like you who want
to attain personal and financial freedom, people who want
more of what life has to offer. These are simple principles,
but they are critical to your success.
Having your own network marketing business may not
be for you. It’s certainly not for everyone. You may not have
what it takes to be successful in this business. But if you
want to expand your possibilities and learn some principles
of success that will work in any business, then you owe it to
yourself to at least gain the knowledge.
Why not learn the skills and develop the mindset to
become all you want to be?
You know, America and the world is rich in talent, creativ‐
ity and resources, yet 95% of the population end up broke;
none of whom believed or even thought it would ever hap‐
pen to them.
Think about all the things you want in your life. I urge
you to take a serious look at the last five years. I did, many
years ago. What I discovered was that I didn’t have five years
experience, but rather one year repeated five times.
We’re living in the most affluent economy ever, yet most
people are still living paycheck to paycheck, working longer
and longer hours just to stay even. Why? Because they
bought into the wrong plan, that’s why! They’ve fallen for the
time for money trap. And that’s not the way to get ahead in
life financially.
Were your last five years what you wanted or was each
year just a repeat performance of the year before? What
viii Do This. Get Rich! ‐ For Network Marketers
guarantee do you have for the next five? That’s a very impor‐
tant question we should all ask ourselves.
You and I both know that there are no guarantees in life.
But I’m going to suggest is what you’ve probably already
concluded. For things to change, you are the one who has to
make a change. For things to change you have to make two
decisions.
First, you must make a serious decision about the struc‐
ture and direction of your life, and how you want it to turn
out. And second, you have to decide what vehicle will take you
where you want to go.
Why not take advantage of the free enterprise system. It’s
alive and well with network marketing. In fact, it’s never
been more alive or more well. Free enterprise simply means
this: “The more enterprising you become, the freer you
become.” That’s what a network marketing opportunity is all
about… freedom! It’s about offering you a vehicle to help you
achieve freedom in your life.
Don’t you feel it’s your turn to succeed, to be in that top
5% financially free?
Think about what it would be like to get up in the morn‐
ing excited about your day, looking forward to watching it
unfold the way you want it…working for your goals and
dreams.
I’m assuming that you have already made the decision to
join network marketing.
Now, why not make a decision and a commitment to
move forward into an abundant future. Why not maximize
your freedom of choice right here, right now, today!
Why not decide right now, to move forward, to live your
freedom…to own your life? How does having that kind of
experience sound to you? How does living the life you want
and deserve sound to you?
Introduction ix
You have made a decision to join a business. Why not

build a future without limits? And why not begin right now?
You are now a part of a new generation of heroes and
leaders who are taking control, who are making a difference
in their own lives, and in the lives of others.
You know, real events in life are in the choices we make.
Each one creates a new future. Today grew out of yesterday’s
choices, and tomorrow will grow out of today’s.
Remember, being stuck in your circumstances, or living
free requires the same three ingredients: intention, willing‐
ness and commitment.
I’d like to encourage you to take action today. Learn and
apply the skills in this book. Get your business started. Get
fully involved with your chosen opportunity and soon you’ll
be on your way to having the personal and financial freedom
that you’ve always dreamed of having.
I look forward to hearing your success story.
x Do This. Get Rich! ‐ For Network Marketers
***
1
Chapter I
What’s Time to a Pig?
"Anyone can succeed in network marketing. There is no natu
ralborn elite. We all have the ability that, once discovered and
nourished, will turn our dreams into reality."
Jim Britt
There’s a story about a man, who was well schooled as an
entrepreneur and business person. One morning at just
about sunrise he was out for a leisurely drive along a
deserted country road when his attention was drawn toward
some activity out in the middle of a field under a huge tree. As
he got closer, he observed a man, who was apparently a
farmer, running around under the tree. As he got even closer
he saw that the farmer was running around under this huge
apple tree chasing about 200 tiny little pigs. He decided to
stop and observe for a while. He noticed that when the
farmer would catch a pig, he would hold it up to the tree and
2 Do This. Get Rich! ‐ For Network Marketers
let it eat an apple off the tree. He would then put the pig
down and begin chasing another, and again as he caught one
he would hold it up to the tree and let it eat an apple. He con‐
tinued the same process over and over for more than an
hour.
Finally thinking there must surely be a better, more effi‐
cient method the man decided to walk out into the field and
have a chat with the farmer.
He approached the farmer and said, "Excuse me, sir. I’ve
been watching you for about an hour. Would you mind telling
me what you are doing?"
The farmer responded, "Well I’m feeding these apples to
my pigs. They like apples."
The man looked at him perplexed and said, "Why don’t
you just pick all the apples off the tree, throw them on the
ground and let the pigs run around and eat the apples.
Wouldn’t that save a lot of time?"
The farmer responded with a puzzled look on his face,
"What’s time to a pig?"
What do you think the moral to the story might be? And
furthermore what does it have to do with building a busi‐
ness?
Do you think there might be a better way for the farmer
to feed apples to his pigs? Of course, at least from your per‐
spective but how about from the farmer’s perspective? Prob‐
ably not, otherwise he would be using it, wouldn’t he?
In order to attain a different result we have to do some‐
thing differently, wouldn’t you agree? And, in order to do
something differently we must first know something differ‐
ent to do, is that not true? Perhaps the farmer just didn’t
know anything different to do. Which brings up my next
point. In order to know something different we must first
suspect that our present method needs improving. That’s
called awareness. We must first become aware that we may
need to do something in a different way. Perhaps that’s the
reason you are reading this book. Maybe you suspect that
there just "could" be a better, more efficient method of
achieving success than you are currently utilizing.
Years ago I was interviewing a young man for a commis‐
sion sales job. I asked him what income he was looking to
earn his first year or two. He said that he wanted to earn
$100,000 his first year, and at least a 50% increase his sec‐
ond year. Then I asked him what the highest income was
that he had ever earned in a single year.
He answered, "$20,000."
Next I asked him if he thought he was worth $100,000 a
year.
He answered hesitantly, "I don’t know. I think so."
My last and most important question was, "What do you
plan to change about yourself to go from a $20,000 a year
person, to a $100,000 a year person, and then to a 150,000 a
year person?"
He answered, "I don’t know."
My point is this: As long as he considers himself to be a
$20,000 a year person he will never become a $100,000 a
year person.
There is always something that needs changing in order
to make advancements. Maybe it’s simply having a new
opportunity available and getting inspired by that opportu‐
nity.
Maybe it’s a matter of focus and being fully committed to
something.
Maybe it’s learning and applying some new concepts or
ideas.
Maybe we need to improve our personality or our people
skills.
Maybe we need to be more self‐confident or to simply
have the courage to take a risk.
Or maybe we need to change one or more of our self‐lim‐
iting beliefs, or to let go of some fear.
Our income will rarely exceed our own personal beliefs.
Our income will rarely exceed our own personal growth.
Our income will rarely exceed our own ability to see a
need for improvement. And if it does on some rare occasion
it will quickly come back to where it was in a short period of
time, if we don’t make a change along with it. It is impossible
to achieve the next level of success with the same old think‐
ing, beliefs and behaviors that brought us where we are
today.
In order to make advancements we must develop new,
more productive ways. This is why it is critical to have a plan
for our own growth. Otherwise we’ll continue to produce the
same results we’ve always produced.
Again, to get something different we must first do some‐
thing different. And in order to do something different we
must know something different to do. And in order to know
something different to do we must suspect or at least be
open to the fact that we may need improving in some area.
There is no system that I, or anyone else, could offer to
change anyone’s perceptions unless they thought it needed
improving and were open to a new and better way.
We may offer ideas like the ideas offered in this book, but
then each individual reader must take the initiative and
observe their own methods, their own behaviors and
beliefs. Only then can they make the choice to change their
methods.
As an example, if I believe a certain thing to be true or if I
believe that my way is the only way, then I will be heavily
invested in protecting my belief. But on the other hand if I
remain open to learning better, more efficient methods, if

something or someone wakes me up to the truth or to a bet‐
ter way and I discover that I do in fact, have a choice, I then
free myself to look with a new perspective and to make
changes.
Our beliefs are always what hold us back. For example,
you may be experiencing being broke, therefore you say, "I
am broke!" Or you may possess a certain degree from college
let’s say in psychology; therefore, you say, "I am a Psycholo‐
gist." Or you may say, "I resent successful people" therefore
"I am resentful." These are all beliefs. And a belief is not the
same for any two people. A belief is something that you
decide is true. The reality is that it may not be true at all. It’s
simply your opinion. In fact, when you really look at it all
beliefs are false. A belief you hold is only something that you
have decided is true… it may not be at all.
As an example I keep my office temperature at about 68
degrees. I believe that to be the ideal temperature. On the
other hand when my wife walks into my office she believes
it’s cold and that I should turn up the heat. Both are right but
at the same time both are wrong. It depends on your per‐
sonal belief, doesn’t it?
Our beliefs have become so imprinted on our self‐identity
that we have built powerful support systems to reassure one
another that what we do, and what we have is who we are.
We seem to always want to change outside circumstances,
change other people, change the government, change your
relationship, change your job, and so on, in an attempt to
change our lives.
Some think that if they have a good enough reason for
not succeeding, they can avoid taking a risk or stepping out
of their comfort zone. They use a smokescreen of excuses
designed to distract themselves and others from the real

truth.
Some use being in a state of emotional upheaval as an
excuse. "If I’m upset, you can’t expect me to be responsible
for my results." "If I keep getting "this" or "that" objection all
the time you can’t expect me to recruit successfully."
Being the victim is often a common reason used for
explaining away lack of results. Being a victim is simply a
belief. And it’s a belief that can be changed.
You can take this to the bank. Your beliefs have total con‐
trol over your life. You can also take this to the bank. You
have total control over what you believe.
You’ve no doubt heard the saying, "Seeing is believing?"
But the reality is that believing is not true seeing. It may not
be seeing the truth at all. In fact it could be the opposite.
Direct experience is the only way to know the truth.
Let me ask you a question. What sort of results would you
produce in your network marketing business if you talked to
100 people this month about your business? You might
think, "Well I might close 10% or 20%." But the real truth is
that you won’t know for sure until you do it, will you?
People fail in this business because they bought into the
wrong story, the wrong belief. Remember that your success
will be connected to the event or action itself not to how you
perceive the event or action. Failure is self‐imposed by how
you believe and so is success.
Going beyond belief and seeing the truth behind your
beliefs is where success starts. Knowing the real reasons for
not achieving the level of success that you want up to this
point, should that be the case, will help you to adjust the
actions you take to produce the results you want.
Those who learn to see the truth behind their actions, to
know reality, those who are willing to let go of old habits, to
let go of the past, are in the best position to experience suc‐
cess in their lives. The past is what holds us back in the
present. I’m not saying to forget the past, but simply remem‐
bering that the past is over is a good place to start. The past
is not the present. The past has no basis for reality in the
present. The results you did or didn’t produce yesterday do
not count today. Whether your past was filled with success
and victory or failure and loss, the past is not the present.
And the present is not the past. Today is today. And only
today will you achieve success… or not. If something nega‐
tive happened to you in the past get over it! Move on! Don’t
let it hold you back!
To change your feeling or belief about a current condi‐
tion you don’t need to analyze it to death any more than to
deflect an avalanche you need to know which snowflake was
the first to start tumbling down the mountainside.
In an avalanche, it’s what’s happening here and now that
counts, isn’t it? The only thing you need to know is get out
from under it! And in your network marketing business it’s
what you’re doing here and now that counts not what hap‐
pened in the past. In fact that’s the only thing that counts.
The only roadblock is your old habits, especially if you don’t
realize that they’re there. That’s why self‐observation and
seeing the truth behind your circumstances is so critical to
your success. What are you hanging onto that’s keeping you
from being all you can be?
I’m not talking about self‐improvement, positive thinking
or motivation. What I’m talking about is self‐correction, cor‐
rect thinking and correct action. Self‐improvement is self‐
addition. Positive thinking is covering up the truth with frills
and glitter. And motivation is called suppressing reality. They
all give us a false sense of self by replacing reality with where
we wish we were. If those things could have worked to pro‐
duce success, everyone would be a success by now, don’t you
think? We’ve all had enough positive thinking and motiva‐
tion to last a lifetime! What we need is correct thinking
backed up by correct action.
This method of self‐change can be carried out by you
alone. It does not require a therapist. You don’t need one at
all. No one can do it for you. An analyst won’t find anything
that you can’t find. In the end, it’s just like this book. I can
give you ideas for change, but I can’t change you. Only you
can change you. It’s called re‐creating or re‐inventing your‐
self.
Self‐creation is a basic principle at work at every
moment of your life. It’s behind the creation of your person‐
ality, behind the creation of your mindset, your business,
your success, your health, your relationships and everything
else in your life.
Every time you act, you add strength to the motive that’s
behind what you’ve done. If you make a presentation just for
the sake of making a presentation and you’re expecting to
get a no because you’ve been getting no’s all day, you rein‐
force the idea that you’re going to receive another no. If you
are joining a company just for the sake of joining a company,
as I see so many do, and you are expecting or are afraid of
failure, your chances of succeeding will be slim to none.
Inside our brain we have little memory channels called
dendrites. They look like the roots of a tree. Every time you
think a thought you create a new root on the tree. And every
time you rethink a thought, you strengthen the root that is
already in place.
Let’s say for instance that you are in a financial slump. If
you continue to think you are in a slump and remain there
long enough you could develop the attitude or feeling that you
are not worthy of making money in the first place.
Every time you act upon that thought the underlying

motive behind it is intensified. It can be an idea about money,
about yourself, about others, about success, your abilities, or
about the world. Whatever it is, it is intensified when you act
upon it. The act retypes the message in your mind. It
strengthens your dendrites. I guess you could call success
and failure a battle of the dendrites. You have to win the war
against old habits in order to experience something new.
There’s no room for both on the playing field.
Once you make a firm decision to be a success in your
business that decision rules out failure. You decide to have
one or the other. Which one have you decided to have? You
may have failings along the way but the decision remains the
same and you see those failings as just something that didn’t
work while working toward success. As an example, if you
want to lose some weight, get healthy and quit smoking, you
have to make a decision to be a thin, healthy, nonsmoker. A
fat unhealthy smoker is not part of your decision.
Now, I don’t want you to think that this is going to be
complicated even though it may sound so. Here’s the key to
winning the battle. When the message you receive "I don’t
deserve success," or whatever, isn’t acted upon it becomes
weaker as if fading from a movie screen. When it is acted
upon, it becomes clearer and brighter, which will prompt
more of the same. And if you’ve made a firm decision that
doesn’t allow for retreat you will know which direction to
take at every moment.
The most important factor here is to begin to recognize
the truth behind your actions so that you know what the
connection is between the decision, the act and the result.
Then you can decide to let go of your old ways and let them
wither away from lack of attention.
It’s much like having a disease and we don’t know the
cure. I guess you could call the disease paranoia. The person
with the disease is always worried. He thinks there’s a con‐
spiracy against him. He senses certain weaknesses in him‐
self and he thinks everyone knows it. He thinks that
everyone is out to see him fail. Don’t worry. Everyone is too
concerned about their own perceived weakness to notice
yours anyway!
So where does this paranoia come from? Well, if you have
it, it came from you! That’s called reality. That’s called seeing
the truth. You may not like the truth or even believe it to be
the truth. But the truth is, if you have it, you gave it to your‐
self. And only you can take it away. Paranoia is the self‐cre‐
ation principle at work in a very observable form. We all
know about destructive habits because we all have them.
And every time you indulge a habit you strengthen a den‐
drite, and with that comes its eventual greater grip, creating
more and more paranoia.
How do you stop this paranoia? By finding the action or
habit that reinforces your fear and refraining from it. You
challenge the belief that is underlying. "What do I believe
about success, money, or whatever?" "How did I come to
believe this?" "What if it’s not true?" "Who taught me to
believe this way?" "What if they didn’t know the truth?" "IS
IT REALITY?"
Ask yourself. "Is there any reason that isn’t painful or
stressful to hang on to this belief?" If not, let it go and move
on. How do you let it go? In my program The Power of Let‐
ting Go there are over 16 hours of examples of the multiple
ways we hang on and more importantly how to let them go.
The first step to letting go is intention. You must have the
intention to let go and change in order to develop a new
belief. The second step is willingness. You’ve got to be will‐
ing to let go and move on, to break out of your comfort zone,
to take a risk. Third you have to commit to let it go. And
fourth and most important is that you must be willing to
observe yourself. You have to be willing to look for the truth
behind your actions and circumstances and take full respon‐
sibility for changing them. Once you see the truth you now
have to make the choice to cease to act in ways that reinforce
the unwanted habit and to act in ways that will move you
toward your desired outcome.
Let’s say for example that you worry all the time. What
could you do instead of worry? How about nothing! And will
doing nothing help ease the worry? Of course it will! If there
is an action you could take, let go of your fear and take action.
If there is no action you could take to resolve a problem then
simply let go and do nothing. When you let go you weaken
the habit. Defending or justifying your fear will only increase
your fear and strengthen the habit.
When you take a chance it’s true that you might get hurt.
But you’ll find that it’s much better than spending your
whole life on guard, worrying about getting hurt. That’s even
worse, in my opinion, than actually getting hurt. When you
act with strength and courage you will reinforce that
premise.
To help you to recognize some possible destructive habits
that may cripple your chances at success, here are some spe‐
cific things you can consider.
The habit doesn’t accomplish anything at all. It only costs
you time, energy and money. Maybe you have a habit of mak‐
ing personal calls during the time you have designated to
make business calls. You may find that this habit is fueled by
fear, a fear of being rejected by someone when you make a
business call. So you use personal calls as a way of justifying
to yourself that you are busy making calls. This will eventu‐
ally lead to justification of why your business is not working.
"Well, I’m making lots of calls but it’s just not working." This
is called busyness versus business.
The habit is physically harmful. Smoking, over drinking,
eating and sleeping are obvious examples. These habits can
cause stress, cloud your thinking and make you less produc‐
tive over all. Not to mention that they will shorten your life
span. If you feel you can’t stop, get help!
The habit irritates others. Maybe you have the habit of
always asking for compliments or standing right in some‐
one’s face when you speak. Maybe you clear your throat
before each sentence, tap your finger on the table, or con‐
stantly insert a phrase like you know. You might want to
observe yourself when you are using this habit. Notice what
you are feeling at the time. You may discover a need for
acceptance or some fear that is causing you to do it.
I remember once many years ago when I first began my
speaking career. A woman walked up to me after the talk and
said, "You had some great ideas, but I was distracted by the
amount of times you said, "You know." I said, "I don’t think I
used it that much." And she said, "I taped your talk, you
might want to listen to it." Wow! What an eye opener! From
that time forward I never used you know in the same way
again while addressing a group. I had never stopped to
observe my habits. Whatever the habit, if it is irritating oth‐
ers you can bet it is costing you business in one way or the
other.
The habit makes you look foolish. This doesn’t mean you
have to break every habit that someone else doesn’t like. As
an example, I knew a fellow who was always wearing a tie
that was about six inches too short and the back part of the
tie was longer than the front. Perhaps I shouldn’t have let it
bother me but I knew it was costing him business, plus he
worked for me and it was costing the company business.
Everyone talked about it. So one day I simply told him about
how it looked and what others were saying. As it turned out
he just didn’t know how to tie a tie. I taught him in about five
minutes and both our problems were solved. He thanked me
for having the courage to tell him, and he still thanks me
today practically every time he sees me.
You don’t approve of your own habit. It violates your own
credibility, values or integrity in some way. Maybe you are
always telling things that were told to you in confidence. No
one knows except you, and it bothers you, but you do it any‐
way.
Maybe you over state or exaggerate your opportunity or
product in order to make a sale or sponsor someone. You
know you shouldn’t, but you do it anyway.
You get three primary payoffs for breaking a bad habit.
One, you get rid of something you didn’t want in the first
place. Two, you develop new insight into how you affect oth‐
ers. And three, it will greatly improve your chances at being
successful.
I wish I could say that you could break unwanted habits
without using any willpower, but you can’t. You basically
have to go cold turkey. Just quit. You have to simply make a
decision to not act on the habit.
Let’s say you want to quit smoking. You know it is affect‐
ing your health as well as your business. Even the surgeon
general has told you that it will give you cancer, but you con‐
tinue to do it anyway.
It will do you no good to try to taper off. When you just
taper off you still see yourself as a smoker. In fact you are
still a smoker. You can’t be a smoker and a nonsmoker at the
same time. The very first thing you must do if you want to
quit is to make a decision to be a non‐smoker. Not try to quit
but to be a non‐smoker. You have to make a choice to honor
your own health more than the habit. The rest is easy once
you make the decision and begin to see yourself as a non‐
smoker. A decision to be a non‐smoker doesn’t allow for
smoking.
It’s just like in your business. You have to make a decision
to be a success. You have to honor your success more than
you do your present condition. Once you have made that
decision the rest is easy because making a firm decision to be
successful rules out failure.
Begin to observe your habits as they relate to your busi‐
ness, and to your life, because they both interact. Do you say
yes when you want to say no? What feelings bring out cer‐
tain habits? Is it certain people you are with or certain situa‐
tions that make you feel a certain way? The more you know
about your habits the more you will be prepared to break
them once and for all.
There are all kinds of habits. Some are good. Some are
destructive. But the one thing they all have in common is
they are voluntary, artificial and self‐created. You create the
bad and the good, and you can live without the bad ones.
Some habits can be good. In fact you’d be lost without
them. Some are just plain necessary in order to get on with
living. You wouldn’t want to change hands to brush your
teeth, would you? You probably have better things to do with
your time. Habits free your mind. You don’t have to get up in
the morning and wonder, "How do I get these pants on cor‐
rectly?" Or to get into your car and say, "Now, how do I drive
this thing?" If you didn’t have certain habits you’d be over‐
whelmed by the number of conscious decisions you’d have to
make to get the simplest things done.
A habit is only as good as its premise. Most of us have
habits that we don’t like, that we would like to get rid of hab‐
its that we’ve been meaning to break, "one of these days."
Now is the time. Breaking a bad habit has its own reward,
and then some. It will improve your business, your success,
your life and your personal growth overall.
Intention is the starting point for change. In order to
make a permanent change we must first have the intention
to understand ourselves. Self‐knowledge is the beginning of
wisdom and transformation. Self‐knowledge cannot be given
to you by learning a system or from someone else. Each indi‐
vidual must discover it for him or her self. If your intention to
know yourself is weak then just a casual wish or hope to
change is of very little significance.
All transformation begins with self‐knowledge. Without
knowing who you are, there is no foundation for correct
thinking. There is no reality. Without a foundation for cor‐
rect thinking based upon self‐knowledge, there can be no
correct action. Without correct action there can be no
change. And without change there is no way to take your
success to the next level.
Reality is the starting point. Have you ever heard the
statement "The truth will set you free?" The truth begins
with the understanding of that which you are without distor‐
tion. That’s what the statement means. It is not referring to
merely telling the truth, although that’s a good place to start,
but rather understanding or seeing the truth. That’s where
transformation begins. In fact that’s the only place it can
begin. That’s where the change that is necessary to go to
your next level of success begins as well.
Reality is essential. Reality gives you true freedom. Real‐
ity comes from the understanding of what is without distor‐
tion. Whereas, when you’re working toward reality through
some system that someone else has created for you to follow,
or through "motivation" or "positive thinking," that’s called
postponement. That’s called the cover up of what is with
what we would like it to be.
In order to create a new structure for your life, for your
business success, and let go of the old one, you must first and
foremost truly want to be free. To be free, you must want to
know yourself. Without knowing yourself you cannot know
reality, and without knowing reality, there can be no free‐
dom. Without freedom, there can be no transformation. In
order to move to the next level of your success you must be
willing to look at what is, not just how you would like it to be,
and then take action to change.
Money Making Power Tips
• If you want to achieve a different result in your life,
you must do something different.
• Challenge your own beliefs to see if they are true.
• In an avalanche it’s what’s happening right now
that’s important. Neither the past nor the future is
important.
• Use "correct thinking" backed up with "correct
action."
• Refrain from any action that reinforces your fears.
• If you don’t approve of a certain habit, stop doing it! Go
cold turkey.
• All transformation begins with selfknowledge.
• Seeing the truth in any situation brings forth reality
and reality brings forth freedom.
17
Chapter II
The Right Mindset
“Finding your “pot of gold” at the end of the rainbow is not a
mere fairy tale! You are the spot where the rainbow ends.
There hidden within your own imagination you’ll discover the
path to your pot of gold.”
Jim Britt
When I was first introduced to network marketing, I was
working in a factory on an assembly line. I had no money to
start a business of my own. I was living from paycheck to
paycheck. I was a high school dropout, and I had no business
background or experience at all. As I look back, it’s really
hard to believe just how many benefits I’ve received as a
result of that decision I made over three decades ago.
You couldn’t get in a hundred years of schooling the edu‐
cation and the experience of life, business and people that I
have received.
The money I’ve earned has been beyond my wildest

dreams. I started earning what I was worth instead of what
someone else told me I was worth. I found that very exciting
and rewarding. I discovered that my earning potential was
based upon how I saw my own value and not upon the value
that someone else saw in me.
Before network marketing, I worked for “temporary
income.” That simply means that if I stopped working my
income stopped as well.
There were three things that really excited me about net‐
work marketing. One, I could earn what I was worth. Two, I
could earn residual income. And three, I could work for my
goals and dreams rather than becoming a “player” in some‐
one else’s goals and dreams.
The First Business Venture
My first exposure to network marketing was when I was
invited to attend a meeting one evening with a friend. I
arrived about fifteen minutes early. There were about forty
people in attendance. The room was buzzing with excite‐
ment. Everyone was shaking hands with everyone else.
There were at least thirty people who shook my hand and
welcomed me. I had never experienced this kind of enthusi‐
asm.
I sat in the back of the room feeling a bit uneasy and
observed. I listened to the first speaker talk about the prod‐
ucts. I couldn’t figure out what soap had to do with making
money. After all I purchased mine at the super market. How‐
ever, the second speaker caught my undivided attention. I’ll
never forget about half way through his presentation he
started to tell us how you make money. He drew circles on
the board and inside one circle he wrote the word “You,”
which I took it to mean “Me.” Then he wrote beside that circle
$2,000.00 a month income!
Right then I got it! It was as if a light went on in my head.
I sat up in my chair and said to myself, “I can do this! I can do
this!” For the first time in my life I saw a way out of the trap I
was in. I saw an incredible opportunity, one where it didn’t
matter what my background or experience might be. I heard
testimonies from people just like me who were succeeding
big time! I was excited to say the least.
Once the meeting ended the man presenting walked
right straight back to me like there was no one else in the
room. He said, “Well, do you see yourself as one of our dis‐
tributors?” I said enthusiastically “YES!” He then explained
that I could get started in my own business in three ways.
One would cost me $3.00, which I could afford. The next was
for $300, which I could not afford. And the next was for
$4,000, which was my income for about eighteen months at
the factory and no way could I afford.
He then asked me what level I would be starting. I told
him that I was going to start at the $4,000 level. I had no idea
where that answer came from, or for that matter where the
money was coming. I knew at that point that this was an
opportunity of a lifetime for me and I had to do it. I never
once considered the risk or the fact that I didn’t have $4,000
and no way to get it. All I could see was a way out of the fac‐
tory and a way to build something for myself. I knew that the
real risk was in not doing it.
He said, “Great, all I need is for you to fill out this applica‐
tion and attach a check for $4,000.” I explained that I didn’t
have the money, but that I would go to the bank the next day
and get a loan.
The next day I went to my bank where I had a whopping
$9.00 on deposit and asked if I could get a loan. He said, “I’m
sure you can, just fill out this application and bring it to me
when you finish.”
After about an hour I handed the completed application
to the gentleman. He looked it over for a few minutes and
then asked, “What do you plan to use for collateral to secure
the loan?”
To make a long story short, I didn’t have any collateral
and I didn’t get the loan, even after I threatened to move my
account “$9.00” to another bank if he didn’t loan me the
money. That didn’t seem to phase him in the least.
Over the next ten days or so I applied for a loan at twenty‐
two different banks and loan companies, all of which said,
“NO!”
I had one left to go. I walked into the loan company. It was
one of those high interest rate places. I think it might have
been a transition place between the bank and the mafia. I
told him what I wanted the money for and why.
He said, “Just fill out this application.” I said, “No, I have
already filled out twenty‐two applications and I’m not filling
out another one until you tell me you can make me the loan.”
I told him my story, how successful I was going to be and that
this was my break in life and he could help me a lot by mak‐
ing me the loan. Long story short, he granted me the loan.
I got started in my new business. I couldn’t wait for my
order to arrive. Finally after about two weeks this big truck
pulled up in front of my home and unloaded about 8,000 bot‐
tles of soap, completely filling my double car garage with no
room to spare.
I was in business and I was excited.
About two weeks later I was informed that I had now
qualified to move to the next position in the marketing plan.
All I needed was another $4,000. I was, to say the least,
depressed. I had no idea where I could ever come up with
another $4,000.
The only person I could think of was my father‐in‐law.
Another long story short, I convinced him to mortgage his
dairy farm and loan me the money.
About ten days or so later another big truck pulled up in
front of my home and unloaded about another 8,000 bottles
of soap, this time into my house. My garage was still full from
the first order. Now I had roughly 16,000 bottles of soap.
About two weeks later, the first and only person I had
signed up in the business received his order. He had a one‐
car garage, a smaller home and twelve kids, who utilized
every inch of space in the house.
When his wife came home and saw the soap, she said,
“Either the soap goes or you go.” Another long story short, he
gave me for free his 8,000 bottles of soap.
Now I had 24,000 bottles of soap that almost filled my
house. I certainly knew at that point that I was in business. I
was living in a warehouse!
I thought to myself, “I need to learn how to sell.” So I bor‐
rowed $200 from my brother and signed up for a Dale Carn‐
egie Sales Class. I graduated top of the class. I was very good
at selling. Over the next year I sold my house, my car, my fur‐
niture, etc. Everything but my soap!
Actually what really happened was that I lost everything
I owned. My home was in foreclosure and I was within five
days of living on the street. I wouldn’t give up though. I was
determined to make my business a success.
Everyone tried to convince me, including my father, to
take my old job back at the factory. He said, “Son, you’ve got
responsibilities. You have a family to look out for, go get your
old job back.” I said, “I can’t.” He said, “Sure you can. You were
one of their best employees they’ll hire you back.” I said,
“You don’t understand, I can’t go back.” You see I didn’t have
it in me to go back because I had made a decision to do it
until, not to retreat or to give up. That light that went on in
my head at that first meeting when I said, “I can do this,” just
wouldn’t go out.
In the next five days, what I call a series of miracles took
place. I had a car to drive, a place to live, complete with furni‐
ture, an income, and a telephone (which had been discon‐
nected for non‐payment). I even had a place to store my
soap!
What happened next was almost totally unbelievable. My
sponsor’s sponsor shows up at my door. We sat for about
two hours and he helped me to discover what I was doing
wrong. Actually I wasn’t doing anything wrong I just left out
one major thing. I immediately made the correction and I
immediately started earning some substantial money. After
totally failing my first year, within six months from our meet‐
ing, I was earning ten times my yearly income at the factory
every month!
I discovered later on that the reason I succeeded was not
just because I discovered what I wasn’t doing correctly but
because I possessed the most vital ingredient for success.
It’s called a success “mindset.” I had a mindset that didn’t
allow for retreat. I had a never give up mindset. Success starts
with having that kind of mindset. All the knowledge and skill
training that I’m going to be sharing with you in this book
won’t hold any value if you don’t have the right mindset. If
you want to make a million dollars you will have to have a
millionaire mindset.
Look around you. We all know great people who already
belong to great companies selling great products like weight
loss, telecommunications, cars, nutrition, internet services,
skin care, etc. and they’re not even coming close to financial
freedom. You may have tried other opportunities your‐

self…no money down courses sold on late night infomercials,
900 numbers, network marketing programs with fantastic
products, or other home‐based business ventures, like bub‐
ble gum machines, billing services, franchises, etc., and like
most, you probably didn’t strike it rich either, otherwise you
wouldn’t be reading this book.
Here’s my point. Regardless of your job, profession,
opportunity or whatever your situation might be, whether
you’re successful or not at this point in your life is not deter‐
mined by external factors like company, products or market‐
ing systems. It is determined by you, the decisions you make,
your method of thinking and your beliefs, all of which make
up your mindset.
Don’t get me wrong. Company, product, compensation
plan, and marketing are all very important, but the number
one factor that will determine your success is you! In order
for things to change in your life, you have to be willing to
make a change. You can change professions, change your
hair color, change geographic locations, change companies,
but nothing will produce any lasting change until YOU make
a change in your mindset. And that starts with a decision to
be, do or have something different.
If you want to make ten million dollars, you must have
the mindset of a ten million dollar earner! It’s as simple as
that. A mindset is made up of four components. The first is
your thought process. Success originates with your thoughts.
Your thoughts choose your direction in life. Everything in
your life is exactly as you thought it to be. So why can’t we
just think success and have it? It’s easy to picture success,
but the problem is that it quickly gets out of focus with coun‐
terproductive thoughts. We think success and right away our
mind goes to work… ”But you’ve never been successful
before.” “You don’t have enough money, time, etc.” We think
our way into a whole new direction or a whole different
mindset.
The second component that enters into the equation is
your beliefs. People don’t have a problem thinking success
they have a problem believing that they can accomplish
what they are thinking. Your vision may be that you want to
earn a million dollars, and the reality is that you don’t believe
you have what it takes. Now, that’s a serious problem! The
underlying belief actually cancels out the original thought.
We have all programmed our minds, made lists, attended
support groups, pulled our own strings, walked on fire and
more, trying to change our beliefs and our circumstances.
Ever felt like you are hitting your head against a brick wall?
A belief cannot be changed in this way. If this method could
have worked, it would have worked by now, don’t you think?
It’s like driving your car with one foot on the gas and the
other one on the brakes and wondering why you’re not get‐
ting anywhere.
This brings up the third component of a millionaire’s
mindset which is how you feel. Feelings hold our beliefs in
place and influence our thought process. Feelings are the
“magnets” that attract circumstances into your life. Feelings
are the mortar that holds the brick wall (beliefs) together. If
you think success and feel failure, guess what? Failure! If you
create this wonderful vision in your mind of success and
financial freedom, and you move forward thinking you can
accomplish it, while at the same time you have a fear (feel‐
ing) that it will not happen, you can rest assured it won’t!
The feeling (fear) comes up as a result of the old belief and
therefore blocks the new vision.
A fear is simply using your imagination to tap into an old
belief to make up an experience of pain or failure. Therefore,
if you anticipate pain or failure because of an old belief, it’s
the same as experiencing it…and you will.
So what’s the answer? What’s the master key to holding
true to your thought of success? A mindset is created by the
decision you make that doesn’t allow for turning back. If you
want to make a million dollars, you need to make a decision
to have a million dollars, a decision that doesn’t allow for
anything less. You’ve made those types of decisions before.
Remember when you were so determined to get that certain
new car, a new home, or to accomplish something great and
nothing short of accomplishing it would do. Think back. I’ll
bet you can remember lots of things that you were deter‐
mined to do.
The bottom line is this: All of your thoughts beliefs and
feelings along with the underlying decision make up your
mindset. Your mindset then influences your behaviors, and
of course your behaviors attract your successes and failures
in life. These are all created and controlled by you. Your vol‐
untary, controllable actions can, and do, form your patterns
everyday. And they are controlled by your mindset.
Our mindset makes us as mechanical and predictable as
a calculator. Hit this key and the number appears on the
paper. You don’t have to believe me, simply take a look at
your past five years. In hindsight, how predictable have they
been? It’s the same predictability that links your decisions,
thoughts, beliefs, and feelings with your own actions that
produce the results you are now experiencing in your life. In
other words, it makes up your “mindset.”
A Network Marketing Mindset
The trouble is most people want instant gratification.
They don’t really have the mindset or mental toughness to
stick with anything long enough to make it work. In addition
they often have friends who have negative ideas about net‐
work marketing. They tried it and it didn’t work for them or
they knew someone who had a bad experience. Their uncle
Bob tried it and it didn’t work for him so he discourages
them from trying it.
In my opinion that’s called “the language of the poor.”
Because Uncle Bob wasn’t successful does not mean that
network marketing doesn’t work. It means that Uncle Bob
didn’t have the right mindset to make it work.
If you want to get ahead you have to open your mind and
change some of the ways you look at things and not allow
poverty minded people to influence you. If someone advises
you about your financial future, about whether or not you
should start a network marketing business make sure that
they are qualified to make the recommendations. Everyone
has an opinion about almost everything. The question is, is it
worth listening to?
There’s nothing wrong with network marketing. The
failure rate is no higher than in any other type of business.
It’s the mindset of the people who join. That’s the problem.
Network marketing is where I got my start and for the
average person with not much money to invest it can be a
great business. In fact it’s the trend for today’s small busi‐
ness builder. When I started I had $9 in the bank and I turned
it into financial freedom. Where else could I have done that?
Here’s the problem though. The average person or the
“Uncle Bobs” of the world doesn’t consider network market‐
ing to be a real business. My question is this. How would
someone who’s never done well in any kind of business
know what a real business is anyway? So why would you
listen to their advice or be upset if they didn’t want to join
you?
All I’m saying is that it’s a viable vehicle if you find the

right company, have the right mindset and you stick with it
long enough to make it work.
The world is changing. And if you want freedom you
have to change with it. If you want to be successful you can
no longer allow unsuccessful people with outdated thinking
to influence you. Besides, your unsuccessful friends don’t
want you to be successful. It makes them look bad. Most of
them are too busy watching TV and giving out financial
advice to be successful anyway. They take their pay raises
and buy a bigger TV so they can be more comfortable in their
misery.
I don’t know about you but I want my freedom and I’m
willing to do whatever it takes to have it. And most impor‐
tantly that includes making my own decisions about what I
do or don’t do whether my friends agree with me or not.
Freedom simply means you have more choices. If you
have a “real job” you’ve probably given up a lot of your free‐
dom. Normal jobs are alright for some people. There’s noth‐
ing wrong with a normal job unless you want freedom. If you
want freedom then everything is wrong with it, because you
are helping someone else accomplish their goals. You’re
playing someone else’s game instead of being the maker of
your own!
In a normal job somebody tells you how much money
you make, when you come to work, when you can eat lunch,
when you can go home, when you get a pay raise and even
when to retire… or in some cases that you no longer have a
job… or a retirement!
I don’t know about you but I’m not interested in having
somebody tell me how much money I can make or whether I
have a job tomorrow or not. So I believe that if you have very
little to invest in a business, network marketing gives the
average person an option that they might not otherwise

have. You could be on your way toward achieving financial
freedom for an investment of under $1,000. Where else can
you do that?
If you want to survive today you have to be bold. You
have to be willing to put yourself out there a little…to take
some risks. And the first step in my opinion is reclaiming
your own freedom at whatever the cost.
I know people as I’m sure you do, who go to work every
day to a job that they hate. They hate what they earn, but
they stay because they feel they have no other choice. They
want job security. But what they don’t realize is that there’s
no security in a job.
It’s like living in a place you hate but you’re afraid to
move because of your job. Then you lose your job and can’t
afford to move so you look for another insecure position that
will keep you in the place you hate. That to me is insanity!
That’s no way to live! Not in America!
If you want to get better you have to be bold… to be will‐
ing to step out of your comfort zone and do something differ‐
ent. You’ve got to stop working for someone else’s goals and
dreams and start working for your own.
Another great thing about network marketing is that
most people don’t have the education for success. They don’t
teach success principles in college. On the other hand net‐
work marketing gives you a vehicle where you can get edu‐
cated as you grow your business. What a great deal that is!
If you want to be successful in network marketing it’s
really not that difficult. I have trained and coached people—
tens of thousands of people—and I know that all you have to
do is apply a few basics principles daily and then give it time
to work.
If deep inside you’re wondering if your job will be there
tomorrow or if you’ll get a pay raise, in my opinion you have
lost your freedom and you need to do something about it.
Hopefully you’ve made that choice and that’s why you’re
reading this book.
Network marketing provides the freedom, the mentor‐
ship, the training, the support. It’s like being in business for
yourself but not by yourself. And everyone above you from
the company down wants you to succeed. It’s to their advan‐
tage to help you build your business. Their success is deter‐
mined by your success. I call it “Enlightened Capitalism.”
The reality is that most people dream dreams that will
never happen. A person can dream of making a million dol‐
lars but most people are never going to do it because they
are not willing to go through the discipline and the discom‐
fort of changing.
To become financially free you need more than a dream.
You need a plan, a system, a vehicle and the right mindset to
take you where you want to go.
If I had to do it again I would choose network marketing
all over again as a way to get started in my own business. It
makes sense because the system is already built for you. All
you have to do is just go to work and give it time.
A network marketing business simply gives you more
choices. And if you have more choices you have more free‐
dom. That’s what this country was founded upon, the free‐
dom to choose.
The rest of the world wants the freedom to have choices
and can’t get it. We have all the freedom in the world and
most don’t make the choice to have it. Instead they let others
dictate to them what they earn and how they live their
lives…and that’s a sad thing in my opinion.
There will always be the person, the friend, the relative
who says, “Why are you in the network marketing business?
That kind of business doesn’t work.”
Well all I can say is that if you let that person make your
decisions then you’re the one who loses.
Job security is non‐existent these days. Somebody sold
you the wrong plan if you think differently. With a job you
have no control and you have no freedom.
And if you think social security is going to be there to
take care of you later in life, think again. With a fifty four tril‐
lion dollar Social Security and Medicare deficit where do you
think it’s going to be in the future? It’s a joke! And the joke is
on those who don’t recognize that they are in charge of their
own financial security! Counting on your social security
benefits is not security. It’s prolonged poverty!
I think one of the problems in this country is that there
are too many people expecting the government or their com‐
pany to take care of them but that’s not going to happen. Not
any more. You can no longer go to school, get your degree,
get a job and retire in forty years. That’s an outdated model.
Recent surveys show that 87% of working people hate their
jobs and most of them dream of owning their own business.
My point is this. A person has to get tougher and smarter
if they want to get ahead financially. And I think that’s what
network marketing offers, the opportunity to get tougher
and smarter and earn a lot of money at the same time with
little or no risk. Where else can you do that?
Your success will begin and end with your mindset. The
results you produce are always the result of your mindset.
You create your mindset by making clear, firm decisions and
with that you will expand your limitations. When your deci‐
sions, thoughts, beliefs, feelings and behaviors are in perfect
alignment, the conditions in your life will change like magic!
Simply put, if you develop a millionaire mindset, you will

then become a millionaire! It’s the Law of Attraction in
action! Anything less is the Law of Attraction, distraction!
• Look for the opportunity in the risk versus the risk in
the opportunity.
• Honor your decision and never give up!
• If you want to become a millionaire, you must develop
the mindset of a millionaire by making a decision to be
a millionaire.
• A mindset is the Law of Attraction in action.
• Your feelings are the magnet that attracts circum
stances into your life.
• When your thoughts, beliefs, feelings and behaviors
are in perfect alignment, your life will change like
magic!
***
33
Chapter III
Being On Purpose
with a Purpose
“Your thoughts and beliefs create your realities either auto
matically and consciously or automatically and uncon
sciously...therefore your life becomes a matter of choice rather
than chance.”
Jim Britt
So how do you develop the right mindset? It begins with
clarity. You can’t make a firm decision without clarity. What
is clarity? What does it mean to you? Some of the answers I
get when I ask that question are: “Clarity is vision.” “Clarity
means knowing where you’re going.” “Clarity is having a
plan.” “Clarity is being on purpose with a purpose.” I suppose
that having clarity is all those things, wouldn’t you agree?
So, why is clarity so important? There are several rea‐
sons.
Clarity removes tension. Clarity means having intention
which helps you to determine where to focus your attention.
When you have intention, it removes the tension of every‐
thing that doesn’t contribute to the outcome you want to pro‐
duce.
Without intention we are lost. We don’t know what to
focus our attention on, so we just focus it on whatever comes
up moment to moment. That’s called having a failure mind‐
set. People don’t fail or lose. People fail because they are lost.
They are lost because they don’t develop the mindset neces‐
sary to stay on target.
With complete clarity of where you are going it allows
you to see clearly those things that don’t contribute to your
success and to focus only on those things that do.
Clarity creates tension. It creates a structural tension that
literally pulls you in the direction you want to go. Again, it’s
the Law of Attraction in action. Because you know exactly
what you want, that clarity, that intention creates the struc‐
tural tension that will attract all the people and circum‐
stances needed to accomplish your objective and will push
away those that don’t.
Clarity literally evaporates fear. We are always experienc‐
ing one of two emotions in life, fear or love. If you fall in love
(make a decision) with what you want to accomplish there is
no room for fear because you are filled with love. Love is
having clarity and passion! When you are totally clear and
passionate about what it is you want to accomplish and you
are totally committed to it you are literally “in love” with it.
Fear has no place when you are “in” love. Doubt is only
present when you are “in” fear. Fear is only present when
you have doubt because doubt creates uncertainly and

uncertainty creates lack of clarity.
Clarity is the fuel that takes you where you want to go. If
you don’t end up where you want to be it simply means that
you ran out of fuel. You ran out of clarity. This means that it
may be time to stop and re‐evaluate your direction. Is this
what you truly want? Are you willing to do what it takes to
achieve your objective? Are you willing to commit 100% to
your decision? Are you “in love” with your objective? Do you
have passion about your business?
Clarity lets you live and operate at a higher level of com‐
mitment. This is a place where no one or no thing can inter‐
fere with your success. When you hold something up to the
scrutiny of your vision and the 100% commitment you hold
toward it the question becomes, “Will taking this action add
to or complement my vision, or not?” If the answer is “yes,”
you proceed. If it is “no,” you move on.
Clarity connects your goal to your opportunity. Without
complete clarity, there is no way to take full advantage of any
opportunity. You could have the best opportunity in the
world, but if you are not clear about your commitment noth‐
ing happens. Without being clear there is no way of even
knowing if you are moving in the right direction or not.
The slightest element of doubt on your part creates
uncertainty, and uncertainty creates lack of clarity. Lack of
clarity creates fear, and fear immobilizes. This holds true for
you as well as your prospect. If you are not clear about the
value of your opportunity, your prospect will not be clear. If
you are not clear about where you are going with your busi‐
ness your prospect will not be clear about whether they
want to join you.
Having complete clarity creates self‐confidence. It will

also create confidence in your prospect toward you and what
you are offering.
The speed at which you accomplish your objective will
always be based upon your degree of clarity… the firmness of
your decision.
Clarity simply means, “To remove all obstacles,” at least
those that we create in our minds. You will always have
obstacles but when you are clear about what you want your
perception of those obstacles are different. You don’t see
them as a road block but rather as a stepping stone.
In order to gain complete clarity you have to make two
important decisions. First, is a serious decision about the
structure, direction, and vision of how you want your life to
be. That’s called a vision statement. That’s #1.
Second, you have to decide what vehicle you will use to
take you where you want to go. That’s called a mission state‐
ment.
If you just can’t seem to get going, that means that you
aren’t clear. Something is holding you back. There is some
decision that needs to be made.
If you have a fear of talking to people about your oppor‐
tunity that means that you are not clear about the value of
what you have to offer. Your fear is blocking your clarity and
holding you back. Fear can be immobilizing.
Without a vision and a mission statement we become
lost, leaving our lives, and our business success, to chance.
Just remember, you always attract what you’re project‐
ing. And your clear intention will direct the circumstances in
your life that will attract the results you desire. If you have a
clear intention, a mindset to be successful, only then will you
attract the circumstances that will support your success.
It’s called The Law of Attraction. If there’s one thing I
know for sure is that it’s a law that never fails. Just like the
Law of Gravity, the Law of Attraction works the same every
single time. You, I, or anyone else creates based upon our
mindset. The result of your mindset is the Law of Attraction
in action! In other words you will know what your mindset
is by the results you produce.
I’m sure that one of the main reasons you decided to start
your own network marketing business is for financial secu‐
rity. But, financial security is relative because everyone has
his or her own definition. For some it’s simply having
enough so that money is no longer an issue in deciding how
to live. For some it’s earning enough money each month to
afford a bigger home, a better car or maybe a private school
for the kids. Whatever it means to you it is not achieved by
accident. It’s not something that will simply happen to you
one day. It’s created and achieved on purpose, through con‐
sistent action toward well‐defined dreams, goals and desired
outcomes. It’s created by having a vision, a mission and a
mindset to have financial security.
Running a business is like playing a game. Along with a
clear intention to succeed, in order to fully participate you
need an understanding of the rules of the game.
Establishing your business and personal goals helps to
describe your game and defines the rules for you. Once you
have chosen to participate and agree with the rules, the
results you achieve are then dependent upon your intention
to succeed and how well you play the game.
Your business will be as strong or as weak as your goals
and the degree of clarity you have toward those goals. Spe‐
cific, clear, realistic goals will help you to go out each day and
make the necessary effort to get the job done.
Once you have set your goals, you should do your very
best to reach them, even if it takes some extra effort. Your
goals should be taken seriously, just as building your
business should be taken seriously, that is, if you want to
succeed.
Getting clear about what you want and more importantly
why you want it will be the cornerstone of your business.
What you want combined with why you want it creates
intention, and only through having intention will you know
what to focus your attention upon, in order to get the job
done. Also make sure that your goals are focused on what
you do want instead of what you don’t want in your life.
I’m going to make several assumptions:
• I’m going to assume that you know that you’re in
business for yourself.
• I’m going to assume that you’re serious about being
in business for yourself and that you want your busi‐
ness to succeed.
• I’m going to assume that you are willing to invest at
least 10 hours each week building your business and
more if you are full time.
• I’m going to assume that you are willing to invest the
next year working your business at least 10 hours
each week before you make any judgments.
• I’m also going to assume that you want to make
money in your business.
If your above answers are yes then you must have a
mindset that:
A. You are in business.
B. You are in business to make money.
C. You are in business to make money daily.
D. Nothing short of success will do.
Your business success will begin and end with your

mindset.
Without a mindset to earn money daily, a person won’t
put forth the effort required to talk to enough people to find
the ones interested in their opportunity or products.
Here’s the real question. What are you going to do on a
daily, weekly, and monthly basis that “earns” you the right to
success? That’s the most important question to ask yourself.
The key word is earn. Success is always earned. There is
no free lunch in network marketing as some might lead you
to believe. There’s work involved just like in any other type
of business.
First, you have to decide what you want to accomplish.
What kind of return do you want from your time invested?
Second, you have to create an action plan. In other words,
what you are going to do to build your business during the
time you’re investing?
Do you know the #1 reason why some won’t succeed in
the business? It’s because they treat their business as if it
were an alternative rather than an imperative. In other
words, they put their success off until… someday!
In order to become a success at any level it has to become
an imperative… a priority to succeed!
The Six Daily Actions
I‘ve discovered through a lot of years of in the field expe‐
rience that there are six daily actions in which you will want
to invest your time. If you learn to apply these six actions to
your business everyday you will not fail. In fact, these six
actions are the only actions that will produce any meaning‐
ful results at all. These six actions are the business.
Daily action #1 is to use your products and share
them with others. First, you’ll want to have your own expe‐
rience with your products in order to gain a deeper under‐
standing of how they work and the value for others. Don’t
wait to experience your products to start your business, just
use the experiences and testimonies from others while cre‐
ating your own.
Next, you’ll want to expand your customer base by shar‐
ing the benefits of your products with others.
It’s sometimes difficult to explain to someone what it’s
like benefiting from your product if you haven’t benefited
yourself or you haven’t heard others who have benefited.
That’s the benefit of using a good tool, CD, DVD, etc. to tell the
story. Sharing your products is much like sharing a good
movie a book or a great restaurant. Once you’ve experienced
its benefit you want others to share in your experience.
(More on this later.)
Daily action #2 is to share your opportunity. When
you share your products with another person, you expand
your customer base. But, when you share your opportunity
with another you build your distributor network who will
then duplicate your efforts by sharing the products as well as
the opportunity with more people.
Never underestimate the value of any one distributor. Just
one distributor could duplicate into thousands. You never
know who’s going to get involved or what they will produce
so give everybody a chance to participate. At least give them
a chance to decide for themselves instead of trying to decide
for them. (More on this later)
Daily action #3 is to followup. You’ll want to introduce
the products and opportunity by continuing to fill the pipe‐
line with information flowing to prospects. Then you’ll want
to follow up, get a decision and work with those who want to
become involved.
Following up for a decision and working with those you
enroll in your business is the reason your company pays you
overrides and bonuses each month. It’s also the single big‐
gest reason for success…or lack of. (More on this later)
Daily action #4 is to build a solid team. This is the step
where you teach and work with those you sponsor to insure
duplication, and to develop power teams that support one
another. A Success Team is you plus three that you person‐
ally enroll. Then you move to a Power Team, which is you
plus the three you enroll plus the three that each of those
enroll. This will create a strong foundation for growing your
business.
Your team will become like a family, or like a mastermind
group. Over time you’ll develop Power Teams spread across
the country. It will become like a family. For example, I have
six sons. As I was raising them I had to constantly nurture
and follow up daily so that they get the proper direction in
life to apply when they were out on their own. If you have
children you know what I mean. Two of my sons have started
their own team. One has two daughters and the other has
two sons. They live in different cities but are still connected
with a common cause.
And just like a family, you can get your business team
together to share ideas support each other and to celebrate
your successes. Remember, there’s power and excitement in
numbers.
Daily action #5 is to look for and develop selfsustain
ing leaders. You’re looking for a half dozen people (the num‐
ber will depend on the structure of your compensation plan)
who have a strong desire to be a winner. You may have to find
twenty or thirty to get six who are serious. They become
your business partners. We’ll talk about how to qualify them
in the sponsoring chapter.
Once you find them you’ll want to teach them everything
you know. You’ll want to learn from them as well, because
every team member has something to contribute. You’ll want
to work closely with them until they become self‐sustaining.
In other words, until they can stand on their own… until they
can effectively work the business without your daily assis‐
tance.
Developing your team of self‐sustaining leaders is what
will insure duplication as well as long‐term stability and con‐
tinued growth within your organization. Without developing
your leadership team, you’ll soon be back working the old
model of “trading your time for dollars”… a JOB.
I have often heard, “I don’t know any leaders.” Don’t panic.
Anyone who follows the guidelines within this book can
develop all the leaders within their organization they want.
(More on this later)
Daily action #6 is selfmanagement. What is self‐man‐
agement? It’s sticking to your plans. It’s observing your own
daily actions and knowing when you are on or off course.
Are you following the six daily actions everyday? How’s your
mindset today? Are you holding true to your original deci‐
sion?
It’s having the courage to take another course of action
when needed. It’s knowing what actions you are going to take
today to improve yourself… to improve your business… to
improve your personal freedom… to reach your goals.
If you are implementing these six actions everyday you
will build a very successful business… guaranteed!
• Use and share your products.
• Share your business opportunity.
• Follow‐up on everything you start.
• Build a productive team.
• Look for and develop self‐sustaining leaders.
• Self‐management.
At the end of each day you should ask yourself, “How
many of these actions did I apply today?”
If you applied all six, you’ll be very successful. In fact you
can’t keep from being successful! Give yourself an A+.
If you applied five, you’ll build a good business. Give
yourself a B+.
If you applied four, you’ll build a good average business.
Give yourself a C.
If you only applied three, over time you might build a
moderate part‐time income.. Give yourself a C‐.
If you applied less than three, well you’re just wishing!
On vacation… unpaid!
Again, here’s the job description is of a network mar‐
keter? “You talk to people everyday about your products and/
or your opportunity, and you teach others to do the same.” If
you do this you cannot, not, be successful!
That’s it! That’s how simple the business is. That’s all a
network marketer can do to make money. In fact that’s the
only thing you can do to make money! Remember what I
said in the beginning? As a network marketer you repeat
doing simple things often and well.
How many people do you talk to daily? Well that depends
on the size of your goals and dreams. But here’s a basic rule
for success in this business. If you talk a little, you earn a lit‐
tle. If you talk a lot, you earn a lot! Pretty simple, uh?
The amount of people you talk to is not important. Con‐
sistency is the key.
If you talk to people everyday three things will happen:
• You’ll get results.
• You’ll get good at it.
• You’ll develop a ratio.
At first you may get 1 out of 10 involved in your business.
Then with some experience you may begin to get 3 out of
ten. And with a little more experience, even 5 out of 10 or
more. Once you know your ratio, you’ll know how much
work you’ll need to do to gain a certain result.
So that’s the very first thing to get clear on. You’re in
business for yourself. You’re in business to make money.
And you’re in business to make money daily. And applying
the six daily actions is the only way you make money in the
business.
• Clarity removes tension.
• When you have clear “intention” you know what to
focus your “attention” upon.
• Clarity connects your goal to your opportunity.
• Without a vision and a mission statement we become
lost, leaving our lives to chance.
• The “Law of Attraction” works the same every time.
• You’re in business.
• You’re in business to make money.
• You’re in business to make money daily.
• Success is earned.
• What are you going to do today that “earns” you the
right to success?
• My job description is, “I talk to people every day about
my product and or my opportunity and I teach others
to do the same.”
• The six daily actions are the only actions that will
grow your business.
***
47
Chapter IV
Attention to Detail
“Everything you do starts with an idea. The key to success is to
always be prepared and willing to imagine things that don’t
yet exist.”
Jim Britt
Part of being a success in business is being organized. It’s
not a big part. So don’t spend a great deal of time on this one.
You’ll notice that the six daily actions do not include getting
organized. So, don’t let it become a replacement for the six
actions that build your business. A few simple basics are all
you need. The following is a checklist that you may find help‐
ful.
• Get fully involved in your business by ordering all the
products and services for personal use.
• Visit the Corporate web site and familiarize yourself
with every aspect of it.
• Set up your replicating web site. Ask your sponsor for
assistance.
• Based upon the size of business you plan to build,
commit yourself by ordering an adequate amount of
literature and sales aids for sharing the business
opportunity and or products.
• Print business cards.
• Set up a filing system for business related receipts.
• Open a second checking account for your business
(do not use your company’s name)
• Have a rubber stamp made with your name, email
address, web address, telephone and I.D. numbers.
• Obtain a daily planner and monthly calendar and
commit to a 90‐day plan of events to attend.
• Put the date of your company’s next convention on
your calendar and make plans to attend.
• Read all company materials and get all your ques‐
tions answered.
• Familiarize yourself with all the products and ser‐
vices by using them yourself.
• Organize an office area in your home.
• Obtain a second telephone line for business only.
• Order the three‐way calling feature for your business
telephone.
• Obtain an email address. You might want to consider
setting up a special email address just for your busi‐
ness.
• The date of the next corporate or regional training
should go on your calendar to attend.
Set Up a Planning Session
with your Sponsor
A. Make a list of the questions that you need to get
answered.
1. _____________________________ 6. ____________________________
2. _____________________________ 7. _____________________________
3. _____________________________ 8. _____________________________
4. _____________________________ 9. _____________________________
5. _____________________________ 10.____________________________
B. Take inventory of your personal skills along with
your sponsor.
Let’s take a moment to evaluate the personal assets that
you are bringing to your business. Keep in mind that it is not
necessary to have these skills when you begin. This evalua‐
tion will be very helpful in developing a healthy working
relationship with your sponsor. Your honest opinion of
yourself in these areas will enable your sponsor to know
which of your skills you may want to utilize and in which
areas you may need help.
DO YOU HAVE THE FOLLOWING? (Rank from 1‐10)
Telephone skills _____________
Speaking skills _____________
Desire for success _____________
Good work habits _____________
Confidence _____________
Persistence _____________
Self‐reliance _____________
Love for people _____________
Eagerness to learn _____________
Leadership skills _____________
Management skills _____________
Self‐starting commitment _____________
Follow‐through _____________
100% commitment _____________
Your eye on the goal _____________
C. Set up your first five, 3way calls and ask your
sponsor for assistance. (See the three‐way calling section
in this book for instructions.)
D. Set a date on your calendar for your first two, one
onone appointments, or, if available, to bring guests to a
group meeting. Ask your sponsor for assistance if needed.
E. Share your goals with your sponsor and let them
help you design a realistic time frame and plan for accom‐
plishing those goals.
F. Go over the upcoming schedule of events and put
them on your calendar.
G. Make plans to attend the next Corporate Training.
Bring as many new members of your personal group as you
possibly can.
H. Develop a clear understanding of what you need to
do, and by when, in order to advance in the compensa
tion plan.
I. Set up a time to talk with your sponsor each day
until you are comfortable with the business.
J. If available arrange to attend a oneonone meeting
with your sponsor. By personally observing how it is done,
you will gain first hand knowledge of how this aspect of the
business works. By observing an experienced person you
will see how your products or services are presented, how
questions are answered, how the sale is closed, how the
orders are written, and how referrals are obtained. This will
also give you some experience for your own presentations.
Here’s the bottom line. Ask for help at anytime you need
it. Your company, as well as your sponsor or upline is, or
should be, totally dedicated to your success. Together they
should supply you with all the information and training you
need to make your business what you want it to be. If you
have a question and you can’t find the answer in your com‐
pany’s training or distributor manual, or from your sponsor
or upline, call the home office. They want you to succeed!
Self‐Evaluation
The quality and success of your business will be directly
related to the quality of the questions you ask yourself on a
daily basis, and how well you communicate those answers to
your prospects. Here are some important questions you
should ask yourself daily.
1. What am I most excited about in my business?
2. What am I most proud of about my business?
3. What am I the most grateful for in my business?
4. How do I feel about the value of my product or ser
vice?
5. What am I enjoying the most about my business?
6. What am I committed to most in my business?
7. What is the # 1 reason I became involved with the
company?
Remember, there are two types of testimonials: Yours
and others. When you first start your business, because you
have no experience, you will borrow the stories of others
while you are creating your own personal story. Once you
have developed your story, you can now use a blend of your
story and the stories of others. Remember, facts tell and sto‐
ries sell!
Using the answers to the above questions, write your
story as you would communicate it to a new prospect:
8. My story (Write your own story. How and why you got
involved? What do you plan to accomplish?)
9. Who could I share my story with today?
• Getting organized is important but it is not what will
bring forth your success.
• Set up a planning session with your sponsor.
• The success of your business will largely be deter
mined by the quality of the questions you ask yourself
daily.
• Facts tell. Stories sell!
• Continually refine your story and get good at telling it.
53
Chapter V
Selling the Dream
“Your dream becomes reality when your imagination and a
decision make it so.”
Jim Britt
The next thing to get clear on is the understanding of
what business you’re actually in. That may sound like a
strange comment, but most people don’t know what busi‐
ness they are actually involved in. When I ask this question
to a group, depending on the product they offer, I get
answers ranging from “network marketing,” “helping peo‐
ple” “sharing an opportunity” to “nutrition” and “telecommu‐
nications.”
I remember a call I received from a fellow once. We’ll call
him Tom. The conversation went something like this:
“Jim, this is Tom, I met you at one of your workshops sev‐
eral months ago. I’m having a real problem and I’m wonder‐
ing if you might be able to help me?”
I asked, “What can I do for you?”
He said, “Well I’ve been in business with this company (a
nutritional company) for about six months. It’s my first
experience in network marketing. Here’s my problem.
Nobody wants to join network marketing and nobody wants
to buy nutrition. Can you help me?” He sounded very frus‐
trated.
My first question for Tom or with anyone not doing well
in the business was “How many people are you talking to
everyday?” That usually ends the conversation, or at least
gets to the heart of the problem.
Tom said, “I am talking to at least ten people everyday and
I have been for about six months. Can you tell me what I’m
doing wrong?”
“Sure I can help you.” I said, “Nobody wants to buy nutri‐
tion and nobody wants to join network marketing.”
He said, “Yes, that’s what I said.”
And I said again, “Nobody wants to buy nutrition and
nobody wants to join network marketing.”
He said once again, “That’s what I just said.” He sounded
a little frustrated by my answer.
I said once again, “Nobody wants to buy nutrition and
nobody wants to join network marketing.”
You can imagine his frustration with my answer by now.
He said, “I don’t understand! You just keep telling me
what I told you!”
“Let me repeat myself one more time very slowly.” I said,
“Listen carefully. Nobody wants to buy nutrition they want
the benefits of what proper nutrition will offer. Nobody
wants to join network marketing they want the benefits of

what network marketing offers.”
Here’s my point. You could walk up to a hundred people
on the street and ask them if they want to buy some nutri‐
tional supplements, travel, or whatever, and you’ll get the
same answer from probably all of them. “No, I’m not inter‐
ested.” But if you ask them if they would like to reduce stress,
live longer, feel better, save money, have more energy, etc.,
most of them would say, “Yes.”
You could ask another hundred people if they would like
to join a network marketing company, and the answer would
be “No.” But, if you asked the same hundred people if they
would like to earn more money, live a better lifestyle, travel
more, spend more time with their family, enjoy personal and
financial freedom, meet more friends, earn a residual
income while they’re sleeping, most would say, “Yes!”
Until you know what business you’re actually involved in
or what product you are actually selling it would be next to
impossible to sell it or to get others to join, wouldn’t you
agree?
I would urge you to stop right now and make four lists.
First is a list of all the benefits that network marketing could
offer someone. Secondly, make a list of all the benefits that
you saw for yourself when you looked at the business. In
other words why you joined. Third, make a list of all the ben‐
efits you can think of or that someone could expect from
using your product or service. And forth, make a list of all
the benefits you saw for yourself in the products when you
joined.
When you find out all the reasons you joined, you will
have a pretty good list of reasons why someone else might
join as well. When you discover the benefits that your prod‐
ucts have for you, you’ll discover why others might want
them as well.
Remember this. People don’t buy network marketing or
your product or service, they buy the benefit it offers. They
buy the DREAM! More on this in the sponsoring chapter.
Your Compelling “Why”
The next thing to get clear on is your compelling “why.” I
call this getting to the essence of what it is you want. How liv‐
ing your dream would make you feel.
Let’s say for example that I have a goal of owning a
chauffer driven limousine. So in order to clarify this goal on a
deeper level I would have to ask myself, “Why do I want the
limousine?” And let’s say my answer is, “Because I would
look good in it.”
My next question is, “Why do you want to look good?”
And my answer is, “Because I want to be noticed.”
“Why do you want to be noticed?”
“Because I want more people around me.”
"Why do you want more people around you?"
"Because I want more friends in my life."
"Why do you want more friends in your life?"
"Because I want more love in my life."
"Why do you want more love in your life?"
"Because I remember when I was about three years old
and my mother used to pick me up, hold me in her arms, tuck
me in bed at night and tell me how much she loved me.
That’s what I want more of in my life."
What I really want may be far from having a chauffer
driven limousine, wouldn’t you say?
Do you see from that example what we do to ourselves
when we set goals that aren’t really what we want? Often
times we even set goals based on what someone else wants
for us versus what we want for ourselves. How could you
possibly accomplish a goal if you don’t know what it is in the
first place? The answer is, you can’t!
Get to the pure essence of your goal. Discover the com‐
pelling why of what you want before you begin. You want
money? Why? You want a home on the hill? Why? You want
to own your own business? Why? You want to have personal
freedom? Why? You want financial freedom? Why? This is
what will drive your business! Once you discover what you
want and why you want it, you have now connected your
head with your heart. “I want money,” is a head goal. Why
you want it is a heart goal. Once you know the what and the
why, you have literally fallen “In” love with your objective.
Remember your first love affair? Remember how you
felt? You wanted to be with the person all the time. And
when you were apart you could hardly wait to see them
again. Remember when a day apart seemed like a week and
an evening together seemed like an hour? What I’m saying is
to fall “In” love with your business, with your goals and
dreams like it was your first love affair. Feel what you want—
don’t just think it. When you
connect your head goals with your heart goals, miracles
happen.
Your Words Carry Power
Verbalizing your goals carries power. We constantly ver‐
balize what we want whether we know it or not. However,
for most we are not clear when we do so. “I’m going to make
a ton of money in this business.” Really? Why? Start to ver‐
balize your “Why.”
A woman in one of my recent workshops was talking to
me about her goals. When she finished sharing I asked, “So,
are you going to accomplish what you want?”
She said, “I sure hope so.”
“Does that mean yes or no?” I asked.
She answered, “Well I’m certainly going to give it a try. I
sure hope I can.” I wonder what the Law of Attraction might
bring her?
A good rule to follow is this: if you are not clear about
what you want and why you want it, and if you are not will‐
ing to say “Yes, I am going to accomplish it,” then keep your
mouth shut and your tongue still. Let me explain.
Which of the following words carry more power? Hope?
Try? Think? Believe? Know? When I ask that question in my
workshops most will choose either “Think” or “Believe.”
With the majority it’s “Believe.” Which do you think?
Let me take it a step further and define each word.
Hope is defined as, “To entertain an outcome.” I asked a
woman the question, “Are you going to accomplish your
goals?” Her answer was not “yes,” but rather she “hoped” or
she was going to “entertain the idea.”
Try is defined as, “To struggle.” The second time I asked
the woman she answered with “I’m going to ‘try’ or I’m
going to ‘struggle.’”
Think is defined as, “To contemplate.”
Believe is defined as, “To hold an opinion.”
Know is defined as, “To be confident.”
Now what do you think? Which is stronger?
Let me take it a step further. Which of the following
sounds stronger? I “hope” I am going to be successful in my
business. I am going to “try” to be successful in my business.
I “think” I am going to be successful in my business. I
“believe” I am going to be successful in my business. I

“know” I am going to be successful in my business.
Look at it this way: I am going to entertain (hope) being
successful in my business. I am going to struggle (try) to be
successful in my business. I’m going to contemplate (think
about) being successful in my business. I have an opinion (I
believe) I’m going to be successful in my business. I am cer‐
tain (I know) I am going to be successful in my business.
Knowing is a “MINDSET.” Thinking and believing are in
the head. Knowing is in the heart. That’s what I mean by the
statement “Connect your head with your heart.” Once you
connect your head with your heart you won’t have to write
your goals any longer you’ll remember them! Connect your
thinking to your knowing and only then do you verbalize it.
“I hope” or “I’ll try” is simply an excuse for a future failing
that is set in motion in advance. “I know” is to be fully com‐
mitted and sets your success in motion.
I remember my first goal I knowingly set. It was to earn
$10,000 in one month. On the first of the month I was telling
everybody what I was hoping to do. By around the fifteenth
of the month I was justifying to everybody why I wasn’t
going to make it that month and that I had lowered my goal
to $5,000. Along about the twenty‐fifth of the month I would
just disappear.
Come the first of the month, I would re‐appear with the
same $10,000 hope of a goal. This went on month after
month. Until one day someone got me clear about why I
wanted my goal, and if it was even realistic to me. The next
month I made $2,500. The following month I made $5,000.
And the next month I made over $10,000. And it just kept
going up from there. Once I was clear, once I connected my
head with my heart, once I could say “I know” this is going to
happen, nothing could stop me.
Making a Commitment to your Goal
The last thing to get clear on is your commitment. Com‐
mitment is defined as, “The condition of giving oneself fully
to something in a consciousness of service and contribu‐
tion.”
Commitment is fully connecting your head with your
heart and then saying “Yes, that’s what I want to accom‐
plish,” and “Yes, I am going to accomplish it.”
Commitment is about success. It’s how you get what you
want out of life… out of your business. We only get what we
are committed to having. Committing to your own success is
about rising above the crowd and being all you want to be.
When you are totally committed to something it lets you look
at failure, rejection, pain, disappointment or frustration in a
whole different light.
How does making a commitment differ from having
desire? Desire is simply wanting to do something. Commit‐
ment is making a firm decision and staying with it until it’s
done. A lot of people have desire and you need desire if you
are going to succeed in your business. People have a desire to
write a book, drive a better car, work from home, build a new
home, have a bigger bank account, build their own business
or enjoy financial freedom. But where are they now? In most
cases still talking about it—a half finished book, a someday
new home and still working for someone else. They had the
desire to have all those things, but no decision and commit‐
ment to carry it through. They only hope it will happen,
someday.
Commitment is coming home in the evening, taking a
look at your day, determining what may have not worked,
and then developing a plan for tomorrow to accomplish your
chosen goal. Commitment is forgoing television to work on
your goals. It’s reading a book to improve your life instead of
a mystery novel. It’s making one more phone call, even if
you’re feeling down. It’s talking to one more person about
your business or writing one more email.
We all need to spend time with the family, time relaxing
and time away from business. But what I’m talking about is
being able to distinguish between activities for personal
relaxation and family time and those activities that are used
for a substitute for actions that will move you closer to your
goal.
A commitment doesn’t allow for giving up, no matter how
hard it becomes. It’s about bouncing back each time you are
thrown for a loss. It’s remembering that every time you are
set back a step, you simply take a step to the left and move
forward two steps. You make up your mind in advance that
you will make up for those losses and eventually realize gain.
The most important factor about commitment is that
nothing happens without it. Without commitment we would
all still be living in the Stone Age.
What commitment teaches us is that success and failure
are simply two sides of the same coin. The potential for
either exists. But whether you achieve success in your
endeavor to build a network marketing business or suffer
failure is not a random event. It’s not like tossing a coin into
the air and having mathematical possibilities dictate how
the coin falls. As you begin your network marketing business
one or the other is made to happen. Success or failure in your
business will be determined by your level of commitment
and commitment only comes in one level and that’s 100%. If
it’s less than that it’s not commitment. It’s simply a wish, a
faint hope. To use a quote I heard once from an eight‐year old
boy, “Wishes are for poor people. Goals are things people are
committed to and they get!”
Commitment is about loyalty. Loyalty is being faithful to
your company, to your product, to your team, to yourself and
to your success. Loyalty is having an unshakable knowing
about your company and the opportunity it offers. If, or
should I say, when someone approaches you from another
network marketing company trying to entice you into their
company you simply say, “Thanks, but no thanks, I am
already committed to a great opportunity.”
There are a lot of people who become what I call network
marketing “junkies.” They’ve been involved in a dozen com‐
panies in the last six months and are talking to four more.
Until they make a firm commitment to one company by
developing an unshakable loyalty to that company his or her
success in network marketing will always be in pursuing the
next seemingly “hot” opportunity.
The information contained in the pages ahead will assist
you step‐by‐step toward a profitable, secure future. However,
in order to maximize your effectiveness, I would ask that you
make a firm decision and a 100% commitment to your own
success, and to master and put into practice the guidelines
and techniques offered. This information will become your
personal knowledge, helping to guide and move you quickly
toward the achievement of your dreams and goals.
Commitment is that extra resource you draw upon when
the going gets tough.
Define what success would be for you in your business.
Now, rewrite it as a goal.
Now define what commitment means to you.
Now, rewrite it as a goal as it relates to your business.
Can’t Quit!
Now, imagine yourself having accomplished all your
goals that you’ve committed to. Write down how that would
make you feel.
You are now in your own business. Everyone with a busi‐
ness of their own started with an idea, a desire to learn, and
they combined that with both commitment and hard work.
These are people just like you who got tired of the nine‐to‐
five routine, tired of working for someone else, tired of build‐
ing someone else’s dreams, who have now decided to go into
business for themselves. One day you make a decision and
suddenly you are your own boss. You are the person who is
going to make your business a success…or not. Others before
you and just like you have shown it can be done and in a big
way. You can do it too!
Make a commitment for a minimum of six months of con‐
centrated effort at least ten hours each week, an effort that
doesn’t allow for turning back. Got it? Can’t quit! Now, get
properly trained. Then put your desire for success and
proper training behind a clear‐cut plan, and success is yours!
One of the things that set us apart from the other species
of animals is our ability to imagine. True greatness lies
within your imagination. You have to decide what you want,
why you want it, commit to it, and then imagine it into exist‐
ence. If you can imagine it, you can accomplish it.
Look at commitment in this way. If intention and vehicle
together made up100% of your success, what percentage
would each contribute in achieving success? Would it be 80/
20, 20/80, 50/50? What do you think? I’ve heard them all.
Your intention, your commitment, makes up 100% of your
success. Because without 100% commitment to your suc‐
cess which vehicle you take won’t matter at all. If you are not
committed 100% to your success you can pick any vehicle,
good or bad, and it won’t work for you. On the other hand
once you have 100% intention then and only then your vehi‐
cle becomes 100%
Success‐‐‐one of the most important words in our lan‐
guage is something that we all want and yet it’s something
many people struggle for all their lives. As an Independent
Distributor with your chosen company you have within your
reach the potential to achieve all the success you desire. If
you have the desire, the ambition and the intention, along
with the vehicle, and you fully commit yourself to being suc‐
cessful you can accomplish your chosen goal.
Success is a Question of Honor
A young man called me once wanting me to give him my
opinion about a new business he was considering. I agreed
to give him my honest opinion.
He spent a few minutes telling me about his new poten‐
tial venture. He said it was going to cost him about $1,200 to
get it started the way he wanted.
Of course my first question for him was, “Why? Why do
you want to start this business?”
He shared with me several reasons, some of which
included financial freedom, personal freedom, time freedom,
the ability to work from home, and residual income. And
with each answer I asked him another “why?” “You want
residual income? Why do you want it?” And so on.
By the time I finished with him he was so excited about
his new venture he could hardly contain himself. I got him to
clarify his compelling why.
I said, “I would like to stay in touch to see how you’re
doing as you make progress.” Then I asked him, “When do
plan to get started?
He said, “Well, right now I’m going through a lot of “stuff”
in my life. The IRS is auditing me. I’m in the middle of a sticky
divorce. My current place of employment is downsizing and I
may get cut.” He went on with several more reasons why he
couldn’t get started now.
Finally, I interrupted him. “Remember I told you that I
would give you my honest opinion?”
“Yes” he said.
I asked, “Would you mind if I asked you a question?”
He said, “No, not at all.”
“My question is this, which do you honor the most, the
vision you shared with me about your success in your busi‐
ness, or the list of reasons why you can’t get started right
now…your stuff?”
He said, “Well, I honor my vision, of course.”
“Well then, why are you waiting to get started?” I asked
him.
He proceeded to once again give me his list of reasons
why he couldn’t get started right now.
“There is one thing I know for sure,” I explained. “You, me
and everyone else will always have “stuff” going on. Prob‐
lems are a part of life,” I said. “When you finally work your
way through all your current problems, IRS, divorce, or
whatever, you will simply be through all those problems.
Then there will be a whole new set of problems to take their
place. There will be a whole new set of “excuses” not to get
started on your vision today. There will always be a boat load
of ways to justify why you are not successful, or why you
can’t get started.”
I let him think for a second before asking, “If you were as
successful in your business as you just shared with me, how
many of your current problems would be a problem?”
His answer was, “None of them.”
“You are focused on your problems and trying to find a
solution.” I explained, “You can’t find a solution to your prob‐
lems while you are focused on what you don’t want. That
would be like putting on dry clothes over wet ones hoping it
would get you dry!”
You will always have problems. You will always have rea‐
sons, excuses, if you choose to use them not to give it your all
today. Your success is and always will be a question of honor.
What you honor is a mindset. Do you honor your vision for a
better life or your problems? Is your mindset one of being a
success or is it focused on what has failed or may fail?
Remember the Law of Attraction. It is always working and it
will never fail you…good or bad.
I would urge you to take a realistic look at your own life
your circumstances and your vision of success.
The number one reason people fail in this business is
that they continue to honor their old ways or current cir‐
cumstances instead of their vision for a brighter future.
Success, happiness, personal freedom, financial freedom,
rewarding relationships, better health, you name it, is simply
a question of what you honor the most.
Every action you take either moves you closer to your
desired results or further away. Success is really that simple.
An action could be defined as a thought, a feeling, a belief,
your language or your behavior. Every time any one of these
is engaged it creates a different future for you.
Whichever way you choose is okay. No one can tell you
what you should or should not honor. Maybe you’re not
ready for success…maybe you are. It’s up to you. But it’s
really good to know who’s making the decision, isn’t it? Only
you can make a decision to be successful. You are in complete
control of your own future, your circumstances and your
success.
• People don’t buy your product or your opportunity—
they buy the benefit it offers.
• Discover your “compelling why.”
• Fall “in” love with your “compelling why.”
• Thoughts and beliefs are in your head, knowing is in
your heart. Connect your head with your heart.
• Commitment is staying with something until it’s done.
• Your success will be determined by your level of com
mitment. Commitment only comes in one level and
that’s 100%. Anything less is just wishing!
• Success is a question of “honor.”
***
69
Chapter VI
Your Business Foundation
“It is impossible to create a new life with the same thinking,
beliefs and behaviors that created the current one. Circum
stances change only when we make a change.”
Jim Britt
Have you ever stopped to consider just where a company
would be without customers? Customers are the life‐blood of
any business. In fact customers are the reason a company is
in business.
What if you created a product or service, and then dis‐
covered that there was no need… there were no customers
to buy the product? You would be out of business very
quickly, wouldn’t you?
The bottom line is this. Without customers eventually
there is no company. Every distributor with your company is
a customer, and everyone in your company needs customers
who aren’t distributors. But unlike traditional business in

network marketing your non‐distributor customer base may
be spread over a large number of distributors having a few
customers each.
There are really three types of approaches to network
marketing. First is a retail or product driven company where
the majority of its distributors join because of their attraction
to the product or service.
Secondly, is a sponsoring or opportunity driven company
where the majority of the distributors become involved
because of the financial opportunity.
Then there are companies that have a balance of both.
Because of the quality of the product or services offered and
their market appeal it creates a strong opportunity for finan‐
cial rewards.
Here are some of the strengths and weaknesses of each.
A product driven company will typically have a strong foun‐
dation of dedicated product users and will usually experi‐
ence slower growth. The danger in this is that if the
company is not growing, the distributor groups are not
growing. And if the groups are not growing, neither are peo‐
ple’s incomes. Over time the company is at risk of losing
their top leaders or not attracting any in the first place.
A sponsoring, opportunity or money driven company is
also at risk. Usually the whole focus is on recruiting. The
main focus becomes “getting” as many people enrolled as
you can. The reason is that the bulk of the income is based
upon getting people instead of the value of the products or on
helping those you enroll become successful.
The way a company should be build is with a high quality
product with a strong market appeal. This creates a powerful
opportunity, one that bonds people to the product and to the
financial opportunity.
When a company is built on money alone it will soon fall
because there is no loyalty to money. As soon as what
appears to be a better money making opportunity comes
along the people will leave.
You are much better off being involved with a company
that has the best of both worlds.
No matter what category a company may fall into there
has to be a product that someone uses and a financial oppor‐
tunity for the distributors, otherwise the company cannot
and will not remain in business.
The real power of the opportunity comes from satisfying
the customer’s needs. When a customer’s needs are satisfied
they share their feelings with others. And a good portion of
them will become distributors as well.
One important point I want to stress here. When building
your business your mindset and focus should be one of “I’m
building a business.” You want to take full advantage of the
products and the market appeal, but building a business
should be your focus not selling products. If you just sell
products and create customers that’s called “selling.” Building
a business is building a network of a lot of people who sell a
little product and also build a business.
Sharing your Products or Service
It’s only natural for some people starting their business
to feel uncomfortable, even fearful, about selling. They envi‐
sion a high‐pressure, fast‐talker with only one goal in mind,
and that is to get a signature on the bottom line so cash can
move magically from another pocket to his or hers.
Let’s first set the record straight. We all find it natural to
sell or share what we feel has value in our lives. We continu‐
ally sell each other on ideas, places, products and experi‐
ences we are excited about. We actually “sell” our opinions,
our feelings, our ideas, and even who we are and what we
believe in. We naturally “share” with others the things we
like and love. And, we especially share those things in which
we have had a great experience.
Some new people in network marketing also hesitate to
approach personal acquaintances just because they are
friends or relatives. They do not want to put their friends “on
the spot”. Such hesitation is misplaced. If your company’s
products or services are of the highest quality, and I’m sure
they are, they are needed and used by almost everyone. By
introducing your friends to the products you are doing them
a favor. They will appreciate the benefits just as you have, the
superior quality of the products and services as well as the
convenience of buying from you someone they know who
will give them good service.
We have all excitedly shared good news with others all
our lives and thus have been salespeople all our lives. How
do you think a good movie or a best selling book spreads? It
spreads by word of mouth. By the way, if you like this book I
would recommend it to those in your organization. When we
get excited about something or receive a benefit we natu‐
rally share our enthusiasm with others. When was the last
time you shared a good movie, book or a restaurant with a
friend? When was the last time you got paid for doing so?
That’s the only difference. Your company pays you for rec‐
ommending the products to your friends and those you meet.
It’s called word‐of‐mouth marketing. It’s the hottest business
trend going!
You will be the most effective at selling however when
you don’t try to “sell.” You will increase your success by tell‐
ing your prospect a story and sharing with them the benefits
they can expect. By doing so you will develop that natural
word‐of‐mouth, person‐to‐person approach. That, along

with asking questions to establish your prospect’s need is
the true art of networking. (More later)
Another important point in creating customers is to real‐
ize that you don’t need to be an expert in order to sell your
product. You do, however, need to satisfy your customer’s
needs, and satisfying your customer’s needs is much more
than just providing a product or service.
Remember this. When a person is no longer willing to
pay for what you provide you’re out of business and being an
expert won’t change that not even a little bit.
Also keep this in mind. You get paid for everything you do
for your customer, and you get paid in much more than just
dollars.
• You get paid in repeat orders.
• You get paid with purchases of other products.
• You get paid in the referrals they give you.
• You get paid in customer loyalty.
• You get paid from the rewarding feeling you get from
helping to change someone’s life.
• You get paid when a customer becomes a distributor.
• You get paid in the power of duplication when your
new distributor starts developing his or her customer
and distributor network.
A recent survey disclosed the six major reasons why a
customer switched representatives or product.
• 68% was because of negativism or indifference
• 17% had unresolved complaints
• 6% was because of price
• 5% started buying from relatives
• 3% moved
• 1% died
Obviously #1 and #2, which make up 85%, are the ones
you can have a major influence upon.
Always keep the following in mind. “Make sure that your
customers have a positive experience with you and with the
products you sell them.
Seven Steps to Sharing your Products
One: Keep your presentation simple, clean and
uncomplicated.
Being able to convey your message in simple, sincere and
duplicable terms is the first step. Your presentation should be
simple, clean and uncomplicated. Don’t confuse your presen‐
tation with too many details. Remember this simple principle.
“Your customer doesn’t care how the product works, what
they are concerned with is, does it work?” And even more
importantly, will it work for them? Will the product benefit
them? That’s their only concern.
Will your product help them to feel better, perform better,
become more successful, improve their lifestyle, save them
money, etc.?
When we talk too much, when we provide too much
detail, it does three things: First, it produces unnecessary
questions. Unnecessary questions will cause your potential
customer to start thinking about things other than the bene‐
fits they’ll receive, which is the only thing that really makes a
difference. Secondly, it gives them more reasons to say “no.”
And third, it gives them more reasons to think it over, which
may eventually become a “no.”
Remember, people are looking for reasons to buy your
product. But also remember that people are also looking for
reasons not to buy your products. Why take the chance by
giving them more information than they need to make a
decision? Think for a moment about a recent purchase you
made. You looked for reasons to buy, color, size, quality, etc.
And you also looked for reasons not to buy, didn’t you… color,
size, quality, etc. As Shakespeare once said, “To buy or not to
buy, that is the question.” Which one carries more weight,
benefits or objections?
Don’t try to educate your prospect. Education comes later.
Education comes after the sale is made. So that’s #1. Keep
your presentation simple. Find out what your customer
wants and then show them how your product will fill their
need.
Two: See your customer’s point of view.
In other words, speak your customer’s language. What is
their language? Their language is, “What will your product
do for me?” “How will it benefit me?” To be a successful net‐
work marketer you will have to find out your customer’s
wants and needs. No one will simply buy the product. They
will only buy what the product will do for them. They buy
the benefit. Your testimonial and story will work, but only to
the degree they can relate what the products have done for
you to what it can do for them.
A good communicator/network marketer knows that the
best presentation is a two‐way dialogue. Give your custom‐
ers the opportunity to respond to your questions, “What do
you do to stay healthy, energetic and focused?” And then
carefully listen. Your customers will give you useful infor‐
mation about how they think and feel when you ask the
right questions and then let them talk. They will tell you
what they believe to be important and which benefits they
value most. Learn to respond to what you are hearing by
adapting your presentation to their specific needs and inter‐
ests.
The single biggest problem in this industry is that most
people are too busy “running their mouth” about how
“great” their products are instead of asking questions to dis‐
cover what they should be talking about in the first place.
How could you ever present the benefit if you never ask a
question to find out their need?
In developing your presentation remember that you are
selling yourself as well as your products and opportunity.
Indicate to your prospect that you are there to help them.
You are offering them the same peace of mind that you now
have, knowing that you are spending your dollars in the
most efficient way. Let them know that you are a skilled and
informed business person, that you know your products,
how to use them and that the personal service you offer isn’t
available anywhere else.
Here’s what your customer wants to know before they
buy.
• What will the product do for me?
• How will it solve my problem?
• How will it make my life easier?
• How will it save me money?
• How will it make me feel better or make me hap‐
pier…save me time, etc.?
• How will it benefit me?
Will they buy just because you say it’s good? Probably
not. Will they buy one of your products because it has 34
ingredients? No, probably not.
So, what I’m saying is don’t talk features. Features don’t
sell. Benefits sell!
Pick a product in your line and ask yourself what are the
benefits of using that particular product?
I would urge you to stop right now and make a list of all
the benefits of using each of your products. As you make a
list of all the benefits you’ll begin to see for yourself what
you and others might expect.
Once you know the benefits of using a particular product,
you can now customize the standard benefits of using each
product to support each individual’s specific needs based
upon the questions you ask and the answers you receive.
Three: Develop your customer’s interest.
An “effective approach” is some type of brief statement
or “attention getting” question that will create curiosity in
your prospect’s mind. The image needs to be one that creates
value and motivates the customer to want to know more.
Imagine sitting in a waiting room, in a line at the bank, in
a restaurant, or having a casual conversation in any situation.
In this conversation you will want to guide the person with
whom you’re speaking, toward interest and curiosity in your
products or services. The following are some sample curios
ity creating phrases you could use, or that might give you
some ideas in creating some of your own:
• “I just discovered how to save up to 50% on my inter‐
net service.”
• “Do you see the value in having a stronger immune
system these days?”
• “Wouldn’t it be great if families (or individuals) could
reduce their medical bills?”
• “There are sure a lot of new viruses and diseases
going around these days. Does that concern you?”
• “I just figured out how to avoid the discomfort of
colds and flu all winter.”
• “I just discovered some nutritional products that
really help me reduce the chances of developing
major degenerative diseases.”
• “What is your current plan to stay healthy all your
life?”
• “I just got back from an incredible business related
seminar. Have you ever heard of …?”
• “I just discovered an online community that supports
me in my business and personal life, and it’s free.”
• “Before you make your next vitamin purchase, let me
show you how you can use the best products in the
country, for free!”
• “Wouldn’t it be wonderful to have high energy and
feel great all the time?”
• “We have discovered a way to help people lose those
extra pounds safely and inexpensively without diet‐
ing. In fact it’s really good for your body.”
• “I’m in the business of helping people earn a second
income.”
Selling your products can be simple if you are alert to the
opportunities around you and learn how to create them by
identifying the different buying needs of your prospects.
Here are some simple spontaneous situations that could
occur and how to handle them:
• Let’s say you are on an airplane and you’ve just been
served your meal. Ask the person next to you if they
are concerned about the nutritional value of the foods
you get these days. This will start the conversation
and provide you the opportunity to talk about what
you are doing to compensate for the lack of nutrients
in the foods you serve your family?
• Identify people whom you know that may have some
kind of health challenge such as overweight, high
cholesterol, etc., and ask them whether they know
about how certain nutrients can help them have more
energy, a stronger immune system, etc. When they
say no, ask if they’d like some information.
• Identify people who have an interest in “making
money.” Ask if they have heard of your products. Ask
if they would be interested in making some serious
money? And then ask them if they would invest ten
minutes to get all the details. If so, direct them to your
web site or give/send then an info package, CD, DVD,
etc.
• Ask someone what they do as a profession. After they
answer, ask if they have a personal coach. Tell them
that your business is helping coach people to become
successful entrepreneurs and increase their current
income. Ask if they would go to your web site or listen
to a CD and get all the details?
• Whenever you hear someone complaining about
their health, ask if they would be interested in trying
something that may eliminate the problem. Ask them
if they would be willing to go to your web site and
check it out. Then follow‐up after they’ve had the
opportunity to preview your materials.
Always be prepared. Carry CD’s, DVD, brochures, prod‐
ucts, etc. with you at all times. All you need to do is to ask
questions and help your prospect discover their needs and
then show them how one of your products, services or
opportunity will help fill that need.
Remember, we share good news with others about the
things we are excited about all the time. We just never view
ourselves as salespeople. You will be even more effective if
you don’t try to sell. You will increase your success ratio by
enthusiastically telling your prospect a story and letting
them know the benefits they may expect from using your
products. Stories sell automatically. Telling a story is the nat‐
ural word‐of‐mouth, person‐to‐person approach.
Four: Ask questions and listen.
Here’s some examples of questions you might ask. You’ll
have to come up with more targeted ones based on your spe‐
cific products.
“If I could show you how to reduce your chances of get‐
ting the Flu this winter by 50% would you want to know
more about it?
Now you wait for their response. Most people would say,
“Sure, I would like to know more.”
Don’t panic! If your prospect has questions, that only
means that they want to know more not that they are saying
“no.”
Your response might go something like this:
“The name of my company is XYZ. We market an all natu‐
ral sleep aid that has no side effects. If you have not heard of
it it’s because they don’t spend millions of dollars on adver‐
tising which allows us to offer substantial savings to our
members. Do you ever have trouble sleeping?”
I’ll use my Power of Letting Go personal growth program
as an example. It might go something like this:
First you get their attention. “Let me ask you a ques‐
tion, John, do you ever find yourself experiencing any of
these feelings or emotions? Stress…not enough time…anxi‐
ety…unsure about your direction in life…worry…financial
freedom beyond your reach…relationship or family con‐
flicts?”
Now you have their attention, because most responses
will be something like “Yes, I have all of them.” Or if you
know someone is stressed out I might just focus on stress
only as the attention getter.
Now you drive their discovery a little deeper. “How
much time and energy each day do you think you waste deal‐
ing with these sort of things?” The response for most will be
“a lot!”
Now you get their interest. “If I could show you a way
that you could simply and easily overcome these issues
would you want to know more about it?”
“I’d like to leave you this DVD, etc. I’ll get back with you in
a few days and show you how to take it to the next step if
you’re interested.” If they wanted to know more at that time I
might simply tell them that it will be explained much better
and in more detail on the DVD.
Another example: Let’s say that you want to present a
buying or discount service on the web. You could ask a ques‐
tion such as:
“Do you have monthly bills to pay?”
“Yes, who doesn’t?” I’m sure that would most likely be
the response.
“If I could show you how you could turn your monthly
bills into monthly income, would you want to know more?”
If you already know the answer why would you ask the
question? It’s to help them to discover or admit to them‐
selves and to you that they have a need, or at least an interest
in what you’re offering.
Another example: If someone is overweight and you
want to introduce them to your weight management product
here are some questions you could ask.
• “How much weight do you want to lose?”
• “Have you tried other programs?”
• “How did the other programs work for you?”
• “What did you like least about the other programs?”
• “What did you like most about the other programs?”
• “How much money did you spend on your last pro‐
gram?”
• “Out of curiosity, how much do you think you’ve
spent on weight loss programs to date?”
• “What would you consider to be an ideal weight loss
program?”
• “What is your current plan for maintaining your
weight?”
• “If there was a program/product that was guaranteed
to work for you, would you be interested in knowing
more about it?”
You might also want to find out as much as you can about
their lifestyle, exercise and general level of health.
Or you could try this approach. “Hey, you look fat! Have I
got a product for you?” Which do you think would work bet‐
ter to have them discover they have a need or to tell them
they have one?
Self‐discovery versus telling is the key. By asking ques‐
tions, not only do you gather information about what’s
important to them, but you also help them to discover what
they may be missing, what they truly want and need, or what
they may be doing wrong.
When you ask the right questions you can gather enough
information to formulate a presentation around how a prod‐
uct you offer will fulfill their specific needs. You can now
base your presentation on the specific benefits they would
receive as a result of using your products.
Asking the right questions to discover how your product
will benefit them is the single most important factor in your
presentation. In other words, through questions, and listen‐
ing closely to your prospect’s response, you can now speak
their language.
Again, what is their language? How will your product or
service benefit me? That’s their language!! That’s the only
language they understand! That’s the bottom line. That’s
what they want to know! How will your product or service
benefit me?
By asking questions you can now give them what they
want and need not just what you want them to have or what
you think they need.
If your prospect doesn’t see the benefit, they won’t pay
the price, whatever it is. You may even know for sure that
one of your products will work perfectly for them to help
solve their problem or save them money, but until they see
the benefit for themselves they won’t buy.
Five: Share your products with confidence and enthu
siasm.
You can do this in several ways.
First, is by using all your products yourself before offer‐
ing them to others. Develop your own story. The stronger
your story becomes as a result of using your product your‐
self, the easier it becomes to share them with confidence and
enthusiasm.
For example, if I was using a service that I was paying
$200.00 a month for and I could buy the same quality service
from my company and only paying $100.00 a month, do you
think I would now have a stronger conviction about the ser‐
vice? You bet I would!
If I could buy an equal or higher quality product at a bet‐
ter price than I was currently paying do you think I would
feel stronger about my product and opportunity? You can
count on it!
If I lost ten pounds in the first week using my company’s
weight loss program, do you think I would have a stronger
conviction about the validity of the product? Of course I
would!
Second, is to gather first hand stories from others. As you
attend meetings and trainings, listen for new stories about
how people have benefited. Create a storybook or journal for
reference.
Third, is to read, listen to and study the company materi‐
als. You’ll find a lot of what you need to know about each
product right in the company literature, on promotional
CD’s, DVD’s or web site.
Keep in mind that your prospect has four basic questions
that need to be satisfied. These are questions that they prob‐
ably won’t ask out right but they’ll certainly have them in
their minds.
“What is it?” They want to know what you are you sell‐
ing. That will account for 10% of the results of your presen‐
tation.
“How does it work?” They want to know the simple
basics. That will account for about 10% of the results of your
presentation.
“How much does it cost?” That’s about another 10% of
your presentation.
“How will it help me?” They want to know how your
product will specifically benefit them. That accounts for 70%
of the results of your presentation. Therefore, if you don’t
create specific benefits that support your customer’s needs
you will only have a 30%, or less, chance of making the sale.
Obviously you focus most of your efforts on “How it will
help” even if you leave out all the rest. In fact, if they see a
strong enough benefit none of the rest will matter at all.
Who Do You Sell your Products to First?
The first person you sell is yourself! Sell yourself before
making the first presentation to anyone else. It’s hard to
explain what a product will do for someone until you have
experienced it for yourself or at least until you believe in its
value. Remember, how you feel will attract that type of
response in return.
If you feel that a product is too expensive, you will attract
people who will give you that objection.
If you feel that your product isn’t the quality it should be
you will attract people who will question the quality of the
product.
If you are not sold on the value of your product, you will
attract people who will question the value of your product.
So it is vitally important to be sold on the value of your
products.
There was a woman attending one of my workshops a
while back. Her product was a line of nutritional supple‐
ments. We’ll call her Mary.
I asked Mary the following question. “What has your
product done for you?” She said, “Well, when I first began
using it my hearing was impaired.” She showed us the results
of her hearing test six months earlier, another one at three
months ago, and a current one she had just gotten a few days
prior to the workshop. She said, “As you can see after only six
months on the products my hearing is now normal.”
She went on to explain, “Also my eye glass prescription
has been changed three times because my vision has gotten
stronger.” She said, “I’m seventy‐three years old and I now
feel like I’m forty thanks to the product.” “Oh,” she said, “I
almost forgot. When I started using the product I had to use
crutches to get around, and now I no longer have to use them.
I can walk up and down the stairs with no problem at all.”
I said, “Tell me Mary, what do you spend on the product
you use each month?” She said. “About $50.00 to $75.00.”
I asked, “Do you feel you are getting your money’s
worth?” She said, “It’s worth at least ten times, maybe a hun‐
dred times what I’m paying.” Then I asked her, “Mary, tell me,
do you ever get the objection from anyone that your prod‐
ucts cost too much?” And her response was, “NO! And they
better not!!”
Why do you think she never got any objections about the
cost of her products? The reason is because she is totally sold
on the value of her product. And how did she sell herself on
their value? By using them and experiencing the results first
hand.
So the very first person you sell your products to is your‐
self!
The next category of prospects with whom to share your
product are people you know. Share the products with those
you care about. This is a great place to start, because you’re
comfortable with them. It’s also a great way to practice your
presentation.
Make a list of everyone you know. Call them and say
something like this: “Hey John! I have just been introduced to
this incredible program, product or service, and I know that
you would want to know about it too! “So John, if it’s all right
with you I’m going to mail you a CD, or whatever. I found the
information on the CD to be fascinating and I know you will
as well. I’ll call you in a few days after you’ve had the oppor‐
tunity to listen to the CD and get your opinion. You are gonna
love this CD!”
If your prospect doesn’t buy from you simply ask who
they know who might be interested. This brings us to
another category of prospects with whom to present your
product. And that is who they know.
It’s called referrals. Referrals are one of your best sources
of leads and also the most overlooked. Always ask for refer‐
rals whether your prospect buys or not. Some of your best
referrals may even come from those who didn’t buy.
How do you get a referral? ASK! Most never ask.
There’s also another component to getting referrals. You
have to deserve it. If your customer or prospect is satisfied
that you did a good job with them and they trust that you
will treat their friend the same way, they will give you refer‐
rals whether they buy or not.
Everyone knows someone who could use your products,
an individual or maybe even a group of individuals. Everyone
knows someone who could benefit from something you are
offering, but you have to first deserve to get the referral and
then you have to ask.
You’ll find that the referral sale is oftentimes almost auto‐
matic. Why is that? It’s because you have a personal testi‐
mony or reference from someone whom they respect. Most
satisfied product users will also be willing to get on a three‐
way call with you to introduce the referral and give their tes‐
timony about the product. More on referrals later.
The next category of prospects is people you don’t know‐
in other words casual contacts.
I hear people all the time say “I don’t know anyone.”
There are billions of people on the planet. If you talk to
people and share your enthusiasm about your product or
hand them a CD or another tool designed to do the talking for
you, then follow‐up, you’ll find plenty of new customers.
The great thing about the network marketing business is
that you don’t need a lot of customers yourself. It’s about
developing an organization of distributors, each having a few
instead of a few having a lot. (More later)
Customer Follow‐Up
The next step to creating and keeping new customers is
to follow‐up. Keep in mind that your current customer is
your best prospect for a future distributor. You’ll want to find
out how the product is working for them. Are they having
any problems? Are they using it properly or are they using it
at all?
Here’s the key to creating long‐term relationships with
your customers. Make sure that your customer is first, using
the product, and secondly that they are having a good expe‐
rience with the product.
Additional Tips
Always be considerate of your customer’s time.
• Always ask for permission to show your products.
• Always ask for referrals. Offer some kind of incentive
if you would like.
• Have something specific you want to say to your
prospect and practice until it becomes natural.
• Have your tools and products ready at all times.
• Ask questions and LISTEN for clues, desires, needs,
problems, etc.
• Talk benefits, not features. Benefits are “What will
your roducts do for me?”
• Ask questions pertaining to lifestyle, money, business
and health problems or concerns.
• Use testimonials, yours and others.
• Tell the truth and be concise.
• Don’t make any claims or false representations about
your products. If you do they may later come around
and bite you in the butt!
• Pass on new information regularly to old customers.
• Keep records of your customer’s birthdays, etc. and
send them a card.
• Send notes thanking them for their business.
• Build a RELATIONSHIP.
• Make sure that your customer has a positive experi‐
ence with your products.
• The very best way to handle questions, skepticism or
resistance is by telling stories about how your prod‐
ucts have benefited you and others. The only real rea‐
son that someone won’t buy is if they don’t see
benefit for themselves. People will buy if they see
enough value.
Turning Your Customer Into a Distributor
Many companies say to just sponsor, sponsor, sponsor,
and the sales will take care of themselves.
While this approach can be partially true, I believe that if
you want to develop a long term stable business that it’s
really important to have a balance between sponsoring and
customer development.
I want to stress this point again: Your mindset should be
one of “I’m building a business,” but not to the extent that
you ignore someone that just wants your product.
Customer acquisition should be a part of your business
strategy. It may not be a big part, although in some cases the
whole company is built around acquiring customers. In most
cases however you can do your sponsoring and find custom‐
ers at the same time.
Here’s how it can work. If you attempt to sponsor and get
a “no” simply make a customer out of them. Or if they aren’t
interested in your product then explain the opportunity to
them. They may be more interested in making money than
losing weight, or whatever. If the initial conversation with
them is about product and their need for that product then
lead with the product. Take them in the direction they are
going initially. There’s plenty of time later on to present them
with your opportunity.
If they start as a customer, after they have used the prod‐
uct for a while, after they’ve had the opportunity to gain
some benefit, try sponsoring again.
Timing is the key. A person’s whole life can change in a
short period of time. However, some just don’t want to be a
distributor. In that case just make a customer out of them
and leave it at that. Maybe you’ll get a referral after some
time.
Remember this. Everyone is a potential distributor and
satisfied customers are your best ones. When you retail a
product you not only create a customer but you create a
name on your list for a potential distributor.
Once a person has been a customer for awhile you simply
call them and say something like this: “Hi Mary, you’ve been
using my product for a long time now. I know you’ve gotten
really great results. You might want to consider becoming a
distributor and sharing what you’ve gained with others?
You would receive a substantial discount on the product.
You could share it with others just like I shared it with you
and you could earn some extra money. I’ll help you. I’ll show
you how. I think we could have a lot of fun working together.
Would that be of interest to you?”
Just the association with you and the fun you’ll have
might be enough to get them involved
Another approach might be something like this:
“John, as you know, I’ve been a distributor with XYZ com‐
pany for quite some time now. My business is really growing
and I’m really busy. Who do you know who might like to earn
some extra money and help me out?”
With this approach, you’ll get one of three responses:
1. “Yes me! Tell me more.”
2. “Yes, I know so and so.” And you’ll get a referral.
3. And in the worst case you’ll simply get a “no”
Either way, by asking you have a good chance of ending
up with a new distributor or at least a referral.
Do not assume that the opportunity will provide a bene‐
fit for everyone. It won’t. But for every person who says “no,”
there’s a friend of theirs who will say “yes.”
Always keep these three things in mind. Every distributor
is a customer. Every customer is a potential distributor. And
with every prospect there’s a possibility of receiving a refer‐
ral for a potential distributor or customer.
Follow‐Up, Follow‐Up, Follow‐Up
Remember, the customer is king and they are your net‐
work. Take some time to keep your customer relationships
fresh and don’t be afraid to ask, “What can I do to help you?”
This will go further than anything else toward developing a
healthy advocate for your products and perhaps later on,
your opportunity.
This is where most people fail in the business. It’s vitally
important to develop good follow‐up habits as soon as possi‐
ble. Here’s a basic follow‐up system to use with the custom‐
ers you develop:
• DAY 1: Make sure they are using the products or ser‐
vices and answer any questions.
• DAY 3: Ask how the product is working and answer
any questions.
• DAY 5: Offer support and look for results and answer
any questions.
• DAY 7: Continue to offer support and ask for referrals.
• DAY 15: Continue to offer support and ask for refer‐
rals.
• DAY 25: Ask about reordering, introduce additional
products and ask for referrals.
The key is to establish consistency with your customer.
With the proper follow‐up and support to make sure that
your customer is having a positive experience with the prod‐
ucts and that they are using them regularly and correctly,
you will find a rewarding relationship forming. As a result
they are likely to become an excellent source of referral busi‐
ness and will become a great candidate for becoming a new
Distributor.
Profit from Your Retail Business
Never discount small orders. The product is well worth
its suggested retail. If your customer really wants it for less
you can sign them up as a Distributor or Preferred Customer.
Make your business pay as you go. Keep your expenses
under control until you’ve made a good beginning.
Commit yourself to consistent effort day after day.
Whether you set a goal to spend 5, 10 or 20 hours a week on
your business, day‐to‐day consistency is the key. This is the
single biggest difference between being average versus
being a super achiever in the business.
Enjoy yourself. This is really a great business. Enjoy the
people you work with and let your efforts bring you the
rewards. Avoid high‐pressure closes. Your products are easy
to sell if you simply experience them, show them often, and
explain how they have benefited others and you.
Customer development can be fun and very profitable. Be
ready to retail in any situation. You can share your products
with people you meet everyday. Just go where you normally
go, and do what you normally do and talk to people, share
your enthusiasm about what you are offering and the results
will follow.
• Without customers, eventually there is no company.
• You will increase your product sales by telling your
prospect a story and sharing with them the “benefits.”
• You get paid for everything you do for your customer.
• Keep your product presentation simple and uncompli
cated. Your prospect doesn’t want to know “how” your
product works, but rather that it “does” work, and
more importantly will it work for them.”
• Speak your customer’s language.
• Ask questions and listen to determine your prospect’s
specific needs.
• Sell your products to yourself first.
• Satisfied customers make your best distributors.
***
95
Chapter VII
Prospecting for Gold
“Self defeat in any endeavor doesn’t mean that victory doesn’t
exist, it simply means that you approached it incorrectly”
Jim Britt
Your success in building your business will be in direct
proportion to the number of people you contact, the effec‐
tiveness of the prospect calls you make and the quality of the
people you contact. Therefore for a great start in sponsoring
and marketing your products you’ll need a wide selection of
candidates.
Prospecting is much like mining for gold. I live in the gold
country in Northern California. One day a friend of mine was
telling me about his experience panning for gold in one of
the local streams. He said that he had panned all day and had
only found some “fools” gold and a few “flakes” of real gold
that were not worth much. Then just before he quit for the
day he put his pan in the stream for the last time and when
he pulled it out, right on top was about a two‐ounce nugget
of solid gold!
He told me the more he learned about panning for gold
and the more experience he gained the better he got at it. He
learned that there are places in the streams where you are
more likely to find gold than others. And you just never
know when you are going to find a nugget!
In fact the largest vein of gold ever discovered was in a
mine that someone else had given up on. They had stopped
within a few feet of discovering the largest, richest vein of
gold ever.
That’s the way it is with prospecting as well. You make a
lot of calls. Sometimes you work really hard making calls and
you get no answer. Sometimes you get an answer but then
get a “No, I’m not interested,” response. Sometimes you run
into a few “flakes” that say they are going to join then don’t.
Some of the ones you enroll that you think are going to be a
“gold mine,” turn out to be “fools” gold. But if you call enough
people, gain enough experience and never quit, eventually
you’ll find the gold nuggets you are looking for in your busi‐
ness.
Look for Possible Business Partners
A good way to approach prospecting is to pretend that
you are identifying possible partners for your business. Just
like in any other business, the higher quality partners you
choose the faster and bigger your business will grow. Look
for serious people. Look for people who want to build a busi‐
ness and be successful not people whom you have to con‐
vince to build a business and to be successful.
Let’s say for example that you wanted to play a game of
tennis and you had no partner. So you go the tennis courts
and there are 5 people sitting up in the bleachers but no one
playing. You walk over and say “Hey, anyone want to play a
game of tennis with me?” One person raises their hand and
says “Yes. I want to play.” My question is “Who do you play
with?” The obvious answer is of course the person that
raised their hand and said, “I want to play.” You wouldn’t
even consider trying to convince the other four would you?
But in network marketing the fatal mistake that most make
is they spend all their time trying to convince those who
have no interest in playing.
You can’t convince someone to be successful either. They
have to want it for themselves. Look for the nuggets. Look for
those with interest! Look for people who want to change
their current level of income not those you have to convince.
You have all the nuggets you need right within your own
warm market. All you have to do is stop and think for a
moment. People you already know are a great place to begin.
They will often be the easiest to talk to so why not give them
the first opportunity to become a partner with you in busi‐
ness.
Remember the job description of a network marketer?
“You talk to people every day about your product and or your
opportunity, and you teach others to do the same.”
Just like when sharing your products, who you talk to
comes in three categories. First, are people you know. Sec‐
ondly, are people they know, in other words referrals. And
third, are people you don’t know.
Most people begin their prospecting efforts by contacting
the people they know best and see frequently. These people
include friends, relatives, business or professional col‐
leagues, members of clubs, church groups, associations, etc.
Friends and acquaintances can help you get your busi‐

ness off to a good start. They are people who you already
know, with whom you can speak comfortably, who will be
more supportive as you begin your efforts. It is easy to invite
them listen to a CD or to commit them to previewing an
information package, listening in on a conference call or vis‐
iting a web site. All you do is tell them how excited you are
and ask if they would preview a CD or your web site and give
you their opinion.
Prospecting should begin with a prospect list. I know that
if you’ve been in the business before you’ve already heard
this one. But how many really go to the trouble to make a list
of possible contacts? From my experience, only the success‐
ful ones! Building your list is an ongoing process. You’ll be
constantly adding to it as time goes by. A good extensive
prospect list will be the life blood of your business.
You can start your prospect list by using the following
categories to help you remember the names of people you
know. Your goal should be a minimum of 100 names to start.
Remember, you are making a list of possible partners for
your business.
Here’s a word of caution. DO NOT TRY TO DECIDE FOR
THEM. Whether or not they might be interested in your
products or the opportunity should be of no concern at this
point. If you think of their name they go on your list! Most
people know several hundred people.
Who Do You Know?
• Use the following memory “joggers” to compile your
list.
• Because you have a family—list all relatives on both
sides of the family.
• Because of your former job—boss, coworkers, ven‐
dors, clients.
• Because of school, classes or college—rosters, class‐
mates, friends, sports, teachers.
• Because of a hobby or a sport—health club, country
club.
• Because of charity work—committees, PTA, etc.
• Because of your neighborhood—neighbors, past
neighbors, parents of your children’s friends.
• Because you drive a car—salesperson, mechanic, ser‐
vice station, insurance, auto supply.
• Because you own a home—realtor, gardener, repair,
pool service, prior owner.
• Because of daily expenditures—Grocery store, clean‐
ers, bank, creditors.
• Because of church activities—preacher, teacher,
friends.
• Because of your spouses activities—clubs, associa‐
tions, etc.
• Because of your activities—clubs, political, associa‐
tions.
• Because you have email
The following list may trigger some additional prospects:
Postman Professional sports Exterminator
TV repair Dentist Police
Bowling Doctor Nurse
Golf Pro Florist Milkman
Barber/beauticianWaitress Shoe repair
Tennis Pro Accountant Veterinarian
Dental assistant Computer service Telephone rep
Interior designer Pharmacist Shoe shine
Travel agent Attorney Tailor
Airline agent Jewelry store Optometrist
Hotel personnel Printer Bellman

Bank teller Military Bakery
Carpet cleaner Department store Furniture
Painter Hardware store Bottled water
Gift shop Landscaper Racquetball
Several hours should be dedicated to completing your
prospect list. Your list becomes the equivalent to working
capital. A good list is like money in the bank. Serious busi‐
ness builders who are committed to being successful will not
quit until they have at least 100‐200 prospects on their list.
Also, as you go through your daily routines, continue to look
for others you might add to your list.
Ask! If You Deserve it, You Will Receive it
Referrals from your existing contacts will provide an
excellent source of new prospects as well. In fact you’ll find it
to be your best source of contacts if you work it properly.
They say that most people know about 600 people. If
that is true let’s cut it in half and say that the average person
only knows 300 people. If you know 300 then the 300 that
you know also knows 300, correct? So 300 who know 300
gives you access through referrals to over 90,000 people.
Certainly you could find a half dozen or so who are serious
about building a business.
Years ago I asked a business owner for a referral which
proved to be the most profitable one ever!
I had a network marketing business that we marketed
live seminar events. I was new to Southern California and
didn’t know a soul. After about a week of playing the “free‐
way game” and the score was freeways 10 Jim Britt zero, I
decided to make my first call on a business. I was selling tick‐
ets to a live personal growth seminar. My job was to fill a
room with 300 paid attendees my first month.
My first stop was a Century 21 real estate office. I met
with the owner and he agreed to let me come and address his
group of eighteen salespeople the following morning.
I showed up at 9:00 am and made a presentation for
about fifteen minutes or so and sold nineteen tickets. Every
salesperson plus the owner purchased a ticket. Not too bad
for my first presentation.
I walked out feeling on top of the world. I was thinking,
“Wow this Southern California is going to be great!”
I had driven about ten miles when I glanced at the stack
of checks on the seat beside me. Suddenly the handle of my
brief case caught my eye. It had a sign on the handle that
read, “Ask for referrals.” I had always taught this to my sales‐
people and believed in it strongly.
My next thought was, “Oh well I’m already ten miles from
his office and he’s probably too busy to take time to give me
referrals anyway.” I justified why it was okay not to go back.
I had driven about two more miles when guilt took over
and I turned around and drove the twelve miles back to his
office.
I walked into his office carrying only a completely unused
yellow legal pad and a pen. I was ready to write down some
referrals. What happened next is something I would have
never expected.
The first person I saw was Ray, the owner whom I was
dealing with prior. He asked if he could help me. I said, “Ray,
you’re in sales and I’m in sales. I know that you build your
business on referrals and so do I. Who do you know who
might be able to benefit from a presentation like I just gave to
your people?”
“Oh, I don’t know,” he answered. “Let’s go into my office
and see if I can dig up a few referrals.”
On the way to his office he complimented me on my pro‐
fessional presentation and how much he and his people had
gained from the presentation alone, and that he couldn’t wait
to attend the seminar.
As he sat down behind his desk with me in front he
reached down and pulled out the BIGGEST Rolodex file I had
ever seen. It was at least 16‐18 inches in diameter. It took
two hands just to turn the thing!
He started turning it until he came to the “A’s.” One by one
he went through the entire file. Not only did he give me
enough referrals to fill both sides of every page of my legal
pad, including the cardboard back. He also told me what to
say to each one of them. He said to have them call him if they
had any questions about me, my presentation or the value of
the seminar for their people. Before I left he also wrote me a
letter of reference and introduction to every real estate office
in the county and scheduled me to speak at the monthly real
estate board meeting with over 400 people. How about that
for a referral? And just think I almost didn’t go to the trouble.
That one cold call I made that day turned into over 200
referrals that turned into tens of thousands of people over
the months ahead attending the seminar, and without mak‐
ing another cold call! I would say that that was twelve miles
and an hour well invested, wouldn’t you?
Here’s a question for you. How do you get a referral? We
covered it briefly in a prior chapter. Of course the logical
answer as I said before is to “ASK.” You get referrals by ask‐
ing for them don’t you? Who asks for them? The people who
are serious about building their business that’s who! People
who aren’t serious about building their business just don’t
go to the trouble of asking. They probably believe that they
wouldn’t get a referral anyway. And you know what, with

that belief, they probably wouldn’t!
Remember the other requirement to getting a referral.
You must deserve it. How do you deserve it? By the quality of
the presentation or follow up and care you gave to the per‐
son you’re asking for the referral. If I hadn’t done a great job
with Ray’s presentation do you think he would have
entrusted me with his list of friends and business associates?
I don’t think so. Because of the job I did with his group he lit‐
erally put his reputation on the line by giving me referrals.
How do you do a good presentation that wins your pros‐
pect’s confidence in a way that he or she will share their list
of contacts and friends with you? PRACTICE, PRACTICE, and
MORE PRACTICE, that’s how. Every time I made a presenta‐
tion I would go out to my car afterwards and invest the next
ten minutes in self‐evaluation. I would ask myself, “How I did
it and how I could have made it better?” I would ask myself
questions like, “What’s it like for my audience to listen to a
presentation from me? Did it make sense? Was it in proper
order? Did I talk too much? Did I not say enough? Did I get
my point across? Did I ask them to buy? How did I do, and
how could I have done it better?” That’s how you get good at
it! You do the very best you can. Then you evaluate and prac‐
tice to get even better. You’ve heard the term “practice makes
perfect.” Here’s an even better way of saying it. “Perfect prac‐
tice makes perfect!” If you are practicing the wrong thing
you could get better and better at doing the wrong thing!
Both personal contacts and referrals are considered your
primary market. When you want to expand your business
even larger and stronger start being friendly to strangers and
add another six billion or so contacts to your list.
I hear people say, or should I say, “whine,” all the time, “I
don’t have anyone to talk to.” Or, “I don’t know how to
approach a stranger.”
Let me give you the exact words to use when approach‐
ing a stranger. This works every single time and anyone who
is serious about building a business can easily use it. And
here it is.
“HI!” That’s it! Now, if you want to be a little more inge‐
nious you could say, “HI, how are you today?” Or you could
even take it a step further and say, “HI! My name’s Jim. How
are you today?”
That’s it. That’s all you need to do to be able to start a con‐
versation with a stranger. People want to talk. People want to
be friendly. All you have to do is give them an opening to do
so.
Remember, you don’t want to propose marriage on the
first date. You just want to get to know them. If you don’t get
to know them first, how would you ever know if you would
want them as one of your partners in your business? You’re
developing the relationship. You’re qualifying them. Remem‐
ber, you’re looking for the nuggets. (More on this in the
sponsoring chapter.)
So that’s the three categories of contacts and prospects.
• People you know.
• People they know.
• People you don’t yet know.
Characteristics of the Ideal Distributor
One of the great things about this business is that you
get to choose the people with whom you work. With that in
mind let’s define the characteristics of the ideal partner, the
type of person you want to attract into your business. You
can add your own to the list as well.
Great attitude Good communicator Excited
Persistent Focused Open minded
Good listener Loving/caring Flexible
Determined Doer Dynamic
Leader People person Creative
Risk taker Self‐starter Honest
Optimistic Networker Self‐confident
Goal oriented Problem solver Teachable
Sense of humor Independent Passionate
This doesn’t mean that every person who becomes a Dis‐
tributor in your business should have all these traits. That
would be a lot to expect. Find individuals with some of these
traits and build upon those strengths and at the same time
help them to develop those areas where they might need
improvement.
• Look for the “Gold nuggets” not the “Fools gold.”
• Prospects come in three categories. People you know,
People they know, and people you don’t know.
• Look for possible partners for your business.
• Look for people who want to play
• Talk to people on a daily basis about your product
and/or your opportunity and teach others to do the
same.
• “Ask” for referrals and if you deserve them you will
receive.
***
107
Chapter VIII
Your Business
Strategy Portfolio
“Your actions create your realities either automatically and
unconsciously, or automatically and consciously. Therefore
the results you produce becomes a matter of choice rather
than chance.”
Jim Britt
When I first started in networking I struggled in the busi‐
ness for the first year. Saying I struggled is being nice to
myself. I was failing. I was not a failure. A failure is someone
who gives up and quits when encountering the first obstacle.
I was failing but I absolutely refused to be a failure, to just
roll over and give up.
Fortunately for me my sponsor, if you could call him one,
quit the business. His sponsor took over and began to work
with me. The very first question he asked me was, “What is
your business strategy plan?” and my response was, “To get
rid of all this product.”
Next he asked me how I planned to do that? My reply
was, “I don’t know.”
He explained that every serious business builder should
have a business strategy portfolio.
What’s a business strategy portfolio? A business is
defined as “The buying and selling of goods or services.”
Strategy is defined as, “A careful plan or method of achieving
an end result.” And a portfolio is defined as, “A folder or book
that holds your written plans.”
So basically a business strategy portfolio is “Your care‐
fully defined written strategy for building your business.”
Would you start a business without a carefully defined
written plan for success? If you were to invest, let’s say, a mil‐
lion dollars into a business, would you have a pre‐defined
plan of action as to how you were going to promote and run
your business? Of course you would, unless you have mil‐
lions to just throw away.
Let’s define once again the job description of a network
marketer. If someone asked you to write your job description
what would it say? Everyone has one. We mentioned it ear‐
lier but it’s worth mentioning again.
What do teachers do? They teach school don’t they? What
happens if they don’t teach? They don’t get paid, do they?
What do pilots do? They fly airplanes, don’t they? What
happens if they don’t fly? They don’t get paid do they?
What do carpenters do? They drive nails.
What do taxi drivers do? They drive taxis.
As a network marketing distributor what is your job
description? Once again, it’s To talk to people everyday about
your products, services and/or opportunity, and teach others
to do the same. That’s the only real plan you’ll need.
If you aren’t talking to people on a daily basis about your
product and/or opportunity and teaching others to do the
same, you don’t get paid.
Here’s a very simple success formula, and it goes like
this: If you talk a little, you earn a little. If you talk a lot, you
earn a lot! The very life‐blood of your business is introducing
others to your product and opportunity. If you introduce a lot
you will earn a lot. If you introduce a little you will earn a lit‐
tle.
I often hear people say, “This business doesn’t work.” If
you ever hear that statement or make that statement, the
question you should be asking them or yourself is, “How
many people did you talk to today?” and “How many of your
people did you teach to talk to people today”. That’s today!
Your success starts today…everyday!
This business is only about talking to people and teaching
others to do the same. If you are not willing to do that you’re
in the wrong business.
So if someone says to you, “This business doesn’t work.”
You simply ask them “How many people did you talk to
today?” “What about yesterday?” “What’s your plan for
tomorrow?” “How many do you plan to talk to tomorrow?”
That’s the questions you should be asking yourself and your
people often.
“How many people are you talking to each day? What’s
your plan for tomorrow?”
That’s why the business doesn’t work for some. They
don’t talk to people. In fact, in my opinion that’s the only rea‐
son the business doesn’t work, at least initially.
There are certainly other factors like follow‐up, support
and nurturing that will keep your business growing, but if
you are not willing to talk to people the business won’t and
can’t work for you.
Anyone who is not talking to people on a daily basis and
teaching others to do the same will soon be talking to them‐
selves and saying, “This business doesn’t work.”
Strategy is a mindset. It’s a mindset to do certain things
every day that earns you money. And to earn money requires
a strategy to introduce people to the business and your prod‐
ucts.
Keep in mind that as a serious business builder you are
both the employee as well as the employer. You have to set
up your game plan and then stick to it.
If one of your new people asked to see your carefully
defined plan for success what would you show them?
Remember, your team members will always follow your lead.
As a network marketer you are just like the taxi driver,
the teacher or any other business professional. If you don’t
work you don’t get paid. The only difference is with network
marketing after some months of concentrated efforts you’re
getting paid for a lot more than the effort you are putting
forth. That’s called residual income. And that can become
pretty exciting! But you have to be willing to pay the price in
the beginning.
If you have a clear strategy when you retire for the
evening you can do one of two things: 1. You can celebrate a
job well done. 2. You can make corrections to your strategy.
Without a strategy plan you have nothing to celebrate and
nothing to correct.
The Magic Success Formula
So what’s the magical formula, the perfect plan for suc‐
cess? Well, there’s not one! If someone tells you that they can
show you the magical short cut formula don’t believe it!
There’s really only one magical formula and that is what
works for you! That’s it! That’s the magic formula.
A business is a lot like the human body. In order to have a
healthy body we have to do certain things. We drink clean
water to hydrate our bodies. We consume the best raw mate‐
rials so that our bodies can absorb the proper nutrients to
survive. Most of us know these days that our foods don’t con‐
tain the nutrients they did 50 years ago so we take vitamin
and mineral supplements to compensate for the loss. We
exercise to stay fit. We want to fill our minds with construc‐
tive thoughts in order to feel successful and happy. And we
sleep to rest our minds and bodies.
We apply these six daily actions in order to stay fit and
healthy.
• Drink clean water
• Consume healthy foods
• Take supplements
• Exercise
• Feed the mind constructive materials
• Sleep daily
What happens if you don’t drink water? Well, in a few
days you die!
What happens if you don’t eat properly or supplement
with proper nutrients?
Eventually you would limp along with malnutrition. What
happens if you don’t exercise? Your body will wither away
sooner and you probably won’t live as long as you could by
exercising regularly.
What happens if you don’t sleep? You will eventually col‐
lapse from fatigue.
Could you not take nutrients and still be okay? Maybe.
Could you not exercise and still live a long healthy life? Possi‐
bly. We all have a choice as to what we put into our bodies.
We may choose one type of food over another. You may like
broccoli while I may like lettuce. Either works to feed the
body. You may prefer spring water while I may prefer dis‐
tilled. Either works. The bottom line is this. If you don’t give
the body what it needs to survive it won’t survive. If you
don’t give the body what it needs to thrive, it won’t thrive!
There is no right or wrong way. The only way is what works
best for you.
There are also a thousand ways to build your business.
The key is what works best for you. There are, however, cer‐
tain daily actions that feed your business what it needs to
thrive. In fact, just like with your body your business also has
six daily actions needed to thrive. Can it survive without all
six? Yes, but it won’t thrive without all six.
If you want your business to thrive your strategy should
contain the following daily actions. We covered these briefly
in a prior chapter.
• Use your products and share them with others
• Share your business opportunity
• Follow‐up on what you start
• Build a team
• Develop self‐sustaining leaders
• Self‐management
Your strategy plan should always revolve around these
daily actions.
Once again the job description of a network marketer is,
“Talk to people everyday about your product, and/or oppor‐
tunity and teach others to do the same.” That’s what these six
actions are all about.
What kind of results would you produce if you talked to
ten people every day? That’s 3,650 people in one year. Do
you think you would get some results? Of course you would!
How about if you only talked to three every day? That
would be over 1,000 people in a year. Do you think you
would eventually build a business? You bet you would.
What if you only talked to one person every day? That
would be 365 in one year. Do you think that would be enough
to build a healthy, thriving business? You can count on it.
Let me give you an example:
What if you talked to just one person a day? Let’s see
what might happen over time. Out of one a day do you think
you might enroll just 10% into your business? That’s 36
people in one year. I think conservatively that most anyone
could enroll 10%.
What if you taught all of them to do the same? That’s 36
people x 365. That’s 13,140 people talked to within your
organization x 10% enrolled. That’s 1,314 people enrolled in
your organization each year.
Now, let’s say that each only produced $1,000 in commis‐
sionable volume per year. That’s $1,314,000 in total sales per
year.
Now let’s say as an example that you earned 5% of that
amount. It might be more or less depending on your plan.
But at 5% that’s an earning of at least $65,700 each year.
And the next year your income will most likely double! Keep
in mind that all you did was to talk to one person each day
and teach all your team members to do the same.
Here’s a question for you. Would you talk to one person a
day for 65,000 a year? If I offered you $65,000 a year‐‐‐
$5,000 a month, $1,200 a week or $220 a day to talk to one
person a day, would you take it? That’s $200 a day to talk to
one person, and it doesn’t even matter what their response
may be.
That’s the challenge I would offer you. Talk to at least one
a day! What if you doubled that amount? What if you talked
to two, even three a day? What if you taught all your team
members to do the same? Just think of what could happen!
That’s what the six daily actions are designed to do.
When you share your products you are talking to people.
When you are sharing your opportunity you are talking
to people.
When you follow‐up you are teaching your people to do
the same.
When you are building a team you are teaching your peo‐
ple to learn from and supporting one another to do the same.
When you develop a leader you have taught someone to
teach someone.
When you manage yourself you become better at all you
do. And that helps you to stay on target with the first five
actions.
Can your business survive without applying all six?
Probably. But it won’t thrive. The more you apply the greater
your chances are for succeeding.
Designing a Business Strategy
That Works for You
When designing your strategy plan the people you will be
talking to come in the three categories we discussed.
People you know. That’s your personal contact list. Peo‐
ple they know. That’s the referrals you get from those you
know. And people you don’t know. That’s the people you
meet casually.
No matter which category your prospect falls into there
are four steps to enrolling someone into your business. The
same four steps apply to everyone whether you are present‐
ing your product or your opportunity.
• How to get them to look
• How to get them to listen
• How to get them to join
• How to get them to succeed
Your primary objective in this part is to get them to look
and listen to your story. You can’t get someone to join or suc‐
ceed before you get them to look and listen, can you? We’ll
discuss how to get them to join and succeed in the sponsor‐
ing section.
Let’s begin with your tool box of presentation tools that
you have available that are designed to get your prospect to a
point of decision. In other words, to get them to look and lis‐
ten.
Keep this in mind. As a distributor you are in partnership
with your company. All the tools that have been created are
there to help you build your business. All these tools have
been created and paid for from the company profits…from
your partnership. In other words your company uses a per‐
centage of the sales to develop the tools. Another way of look‐
ing at it is that you pay for a percentage of the tools that your
company develops to help you build your business. When
you look at it in this way you could say that you have a vested
interest in all these tools, don’t you? So the question you
should be asking is “How to get the best and fastest return on
my investment?”
I remember my first lessons in networking. I was about
four years old.
I grew up in Oklahoma. We were very poor and there
wasn’t much to do there as a child, so we fished a lot. At least
twice a month my family, my aunts and uncles and cousins
would get together and go fishing for the weekend.
My father would rig me up with a cane pole so I could
fish. It was a short pole with a short line and a tiny hook and
I caught tiny fish. For a while I was satisfied. Until one day I
saw that my older brother was catching larger fish than I
was. He had a bigger pole, a longer line and a bigger hook.
I went to my Dad and convinced him to rig me up with a
pole like my bother’s. Right away I started catching bigger
fish! I was satisfied for a while until I saw that my Dad and
Uncle were catching even bigger fish. They had a rod with a
reel and a very long line they could cast out into the water.
They also had bigger hooks. I finally convinced my dad to rig
me up with a small rod and reel. Once again I started catch‐
ing bigger fish. I was now completely satisfied. Right? Well
almost.
Late one night about 2:00 am, it was a no moon night. It
was so dark you couldn’t see your hand in front of your face.
I was suddenly awakened by the sound of someone rummag‐
ing around in the camp. I opened the window to the tent
where I slept and saw my Dad and my Uncle. One was carry‐
ing a lantern and the other a bright flashlight. They were
headed toward the small aluminum fishing boat at the
water’s edge. They launched the boat and off they went into
the night. It looked like a scene out of an old black and white
horror movie. I didn’t think you could fish at night so I was
wondering where they were going so quietly.
I watched them until the boat and their light disappeared
into the darkness. I waited for what must have been two
hours and suddenly I saw the light of their lantern, and heard
their voices echoing in the stillness of the night. When they
finally made it to shore I saw them unload about twenty
HUGE fish!
The next night I lay awake until I once again saw the light
from the lantern and flashlight. I came running out of the tent
begging to go with them. I wanted to see first hand how big
the pole and hook they were using to catch those fish.
After about the tenth “NO you can’t go,” my Father finally
gave in and let me go along. He told me I would have to stay in
the front of the boat out of the way. I excitedly agreed and off
we went. I couldn’t wait to see the fishing pole and hook they
used to catch all those big fish.
After we had gone about 200 yards out into the lake my
Father reached down into the water with a long pole with a
hook on the end and pulled up a huge line that seemed to be
a mile long.
They were fishing with what is called a trotline. That is
where you tie a huge line, more like a small rope, to a tree on
one side of a channel and then stretch it to the other side and
tie it to another tree. Then you drop a hook about every two
feet apart that dangles down about eighteen inches. You then
bait the hooks with all sorts of bait and you keep track of
which bait is on which hook so that when you catch a fish
you know which bait worked and which didn’t.
Now don’t try this at home. Trot lining is not legal in most
states today. But everything is legal in Oklahoma! Just kid‐
ding.
I watched and listened as they pulled themselves across
the lake with the line. Every ten or so hooks they would take
off a fish. They would discuss what kind of fish was biting on
which baits. They would take off certain bait because the fish
wouldn’t eat it. They would add others that they would eat.
They would even change depth of the line on occasion.
Fishing was a real science to them. They were building a
business. Through trial and error they discover what
worked best for them. But most of all they were trying to
find out what worked for the type of fish they were trying to
catch.
Building a network marketing business is a lot like fish‐
ing. Now, I’m not saying by any means that people are like
fish. This is just an analogy to make a point.
You’ve got this huge sea of people and you want to catch
some of the good ones. You have an array of tools in your
toolbox that represents the bait. You’ve got DVD’s, CD’s,
meetings, website, conference calls, brochures, newsletters,
etc. Now you have to decide which one would be the best for
which prospect. If a person didn’t have a computer would
you direct them to a website? Probably not. If a person lived
across the country from you would you try to get them to the
meeting in your local area? You have to decide which tool will
work best to get your prospect to look and listen.
The question is, “Is it better to have one hook in the water
initially or all the hooks?” Would you be more likely to catch
a big one if you had all the hooks in the water and try all the
bait? Of course you would. It’s like fishing with a trotline ver‐
sus a small cane pole. Now you won’t use all the hooks or
bait with every person. You will have to choose which is
best. But it’s good to know that you have choices, isn’t it?
It’s called keeping the pipeline filled with information
flowing to new prospects. And when you discover what
works best you begin to use that tool more often.
Let’s look at some of the tools you may have generally for
stocking your toolbox.
The following list may or may not be a part of your com‐
pany’s tools offered. They are some of the most common.
You will certainly have others that are not listed I’m sure.
Let’s look at some and the value they hold for you in getting
people to look at them and listen to what you have to offer.
Newsletter/magazine. That’s a tool for your toolbox?
How could you utilize it?
How about success stories, both product and opportunity
related? Remember that stories sell. A newsletter is a great
way to introduce your prospect to others who are involved in
the business. Seeing someone else with the same back‐
ground and hearing their success story could be enough to
get them to join.
How about if the magazine contained your personal suc‐
cess story? Would that create some credibility or additional
value? Would your prospect become more interested if they
read your story in your company magazine? Of course they
would. I remember getting featured in my company newslet‐
ters before. I purchased 300‐400 extra copies of that edition
just to give away. It was a great sponsoring tool.
It’s a great way to show your people the upcoming events
and to get them involved in those events as well. A newsletter
sells the company image. And it’s simply a great tool to read
to re‐inspire yourself.
Staying in touch with existing customers. This is a
great source of referrals for both new customers and distrib‐
utors. In fact it can be your best source. Simply call them and
ask how they are doing on the products. This can become a
great lead in for selling more products, getting a referral or
getting them interested in becoming a distributor.
Local group meetings. There are multiple values in
meetings used to introduce new prospects.
You can introduce multiple contacts at one time.
Other local leaders can assist you with the presentation.
Your prospect can meet others involved.
Watching other’s presentations can educate you and your
new person as well as keeping them inspired.
It builds a sense of team and family.
You can take advantage of the group dynamics.
It’s a great way to let your prospect hear third party testi‐
monials.
Promotional CD/DVD’s. A well‐done CD/DVD with a
good message is like a talking business card. Just keep 1‐2 in
your pocket or purse. They are easy to use, easy to hand out
and easy to get your prospect to listen to while driving. Just
hand them out and let the CD tell the story for you. Collect
their phone number and set a time to call them for their
response. It’s a great tool, and if your company has one, it’s
something that you should take advantage of using.
Company events. I’ve heard people comment, “That
wasn’t a very good meeting, or conference call, etc.” You may
not realize it but company events are created for the sole
purpose of helping you to build your business. They are your
events and you’re the one who could make them better. Get
involved. Attend the National conference. Sell everyone in
your group on going. Take part in all conference calls. Do
your part to make every event successful. Volunteer to help at
the sign‐in table. Take responsibility for the whole event.
An event can be a local business briefing, special regional
events or a National convention.
There are several ways to utilize company events as part
of your business strategy.
Be there yourself. A serious business builder never
misses anything.
Have personal guests at the appropriate events. Charter a
bus and take a group if it’s a few hundred miles away. I did a
few times years ago. I would charter a bus and charge every‐
one a few dollars for a seat which covered the charter and
refreshments. It was one of the most powerful things I ever
did. On the way there we discussed how great the company
was and how great the event was going to be. On the way
back we discussed the event, how they were going to utilize
the knowledge they gained and their goals and plans for the
future. It was an incredible sponsoring and team building
session.
Encourage your team members to have their people
attend and utilize company events.
Who do they know? If you or your people can’t attend a
company event in another area call all your key people to see
who they know in that area and encourage them to invite
those people.
Company conference calls. This can be one of the single
most effective tools you have in your toolbox for building
your business. It’s easy to simply call someone you know or
to invite someone you’ve talked to, to listen in on the call. Or
you can call your prospect and three‐way them in on the call.
After the call is complete you can switch off the conference
call and have an immediate conversation about what was
covered with your prospect. It’s called immediate follow‐up.
A conference call is designed to effectively present from a
third party, the product, services and opportunity to your
new prospect. Often, you may hear testimonials about what
others have gained from the products and opportunity as
well as from corporate executives and field leaders. As a
major part of your strategy plan, you’ll want to encourage
your downline to be on the call and to have guests on the call
as well.
Callin information lines. This can be a call‐in message
from 1‐30 minutes in length. Its purpose is to help you to tell
the story, to assist you in getting your new prospect to look
and listen. Quite often these message lines are effectively
used with three‐way calling. The way it works is that you
call your prospect and then three‐way them in to the mes‐
sage call center. They can hear about the company, the train‐
ing, the products, etc. You both listen and then when the call
is over you can click off the message line and talk to them
about what they’ve just heard.
When you mail your monthly bills. Let me ask you a
question. When you get your monthly bills what else does
the envelope contain? Advertisements on other products?
Right! Duh! You have to mail it back don’t you and you have
to pay for a stamp anyway, don’t you? Why not put a letter,
bus card with a message “Tired of opening envelopes and
counting someone else’s money for a living? Why not you…
Living your dream? Call me.” Now that may not be a major
tool but you have to mail the envelope anyway. Why not turn
your monthly bills into monthly income?
What if you have 100 people in your downline and you
teach everyone to do the same? You just never know!
The company web site. This is a great way to introduce
people to the opportunity or product. Simply refer them to
the web site. They can look at it without any obligation or
pressure. Then you’ll want to follow‐up at a predetermined
time. You can do this whenever you meet someone for the
first time…over the telephone…or through email.
Eat breakfast out every morning. This is absolutely
how I built my first business. I would go into a restaurant
every morning, sit at the coffee counter and make friends. I
sponsored everyone from the waitress, to the cooks, to the
owners and customers. I also made some great friends for
life.
If you ask questions and are genuinely interested in the
person then shut up and listen they will then begin to ask
you similar questions. That can lead to a perfect time to tell
them about your opportunity or products, ask for referrals or
give them a CD to listen to. Be sure if you give them a CD to
collect one of their business cards and set an appointment
time to call or maybe meet them the next morning for their
response.
My first experience in a coffee shop went something like
this: I stopped at this certain coffee shop every morning to
have my morning cup of coffee. That’s when I was down and
needed the lift! I don’t need coffee anymore. Anyway I
walked in that morning feeling really down. All I wanted to
do was to be alone and have my coffee. I never went in there
to meet people anyway.
I usually sat in a booth by myself. That particular day all
the booths were full but the coffee counter was completely
empty, about twenty seats in all. So I walked all the way to the
end so that no one would come in and sit beside me. At least
that’s what I thought.
All of a sudden a man comes in and scopes out the
booths. Seeing that none were available he looks at the
counter then he looks at me and smiles slightly. As he started
toward the counter he passed the first few chairs. I thought
to myself, “Why doesn’t he sit down?” He didn’t. He just kept
coming and finally he sat down on the chair right beside me.
I thought, “Why did he pass nineteen chairs and come all the
way down here and invade my space?”
As he sat down he said, “How’s it going today?” My initial
thought was, “Pretty good until you sat down here.” You
know how you think sometimes when you are feeling down.
But I didn’t say that. Instead I answered, “I’m doing okay, how
are you?”
He said, “I usually come in and sit in a booth, but they
were all full today. Then I saw you and you looked friendly, so
I thought I would come down and talk. I’ve seen you in here
before. Do you live or work close to here?” he asked.
I said, “I live about five miles or so away.” He said, “So do
I.”
I said, “I live on 34th Street.”
He said, “Really, I live on 33rd Street. What’s your
address?”
I said, “My address is 1304.”
He said, “So is mine.” “Do you have a son by the name of
Jeff?”
I said, “Yes I do.”
He said, “He plays with my son.”
To make a long story short he asked me a lot of questions
and I did the same with him. I was curious. I asked him
about his family, his work, whether he liked his job, how
long he had been there, etc. I asked him what some of his
future plans were, what he would like to do if he were to
change jobs, and a host of other questions. I didn’t realize it
but I was gathering information to help him and me to estab‐
lish that he had a need for change/improvement and how I
could help him.
I had just about run out of questions to ask when he
asked me, “What do you do for a living?” I didn’t want to tell
him that I wasn’t making a living. I stumbled around for a
while and finally said, “I market a line of commercial, indus‐
trial, and home cleaning chemicals.” I thought that sounded
better than “I sell soap.”
He asked, “How does that work?”
I said, “Well I’m an independent distributor for a company
and I market the products direct to the end user as well as
set others up to become distributors and receive an override
on their sales.”
He said, “That sounds interesting. Do they need any
help?”
I said, “As a matter of fact they do. Would you be inter‐
ested?”
He asked, “How much did it cost you to start your busi‐
ness?”
I said, “About $4,000.”
He said, “That’s a chunk of change, but I could probably
come up with it if you would be interested in considering me
as one of your distributors.”
To sum it up he became a distributor.
On the way home I thought to myself, “I wonder if I could
do that on purpose?” So the next day I went back to the cof‐
fee shop and this time I was prepared. I had my samples, my
demo kit, my applications, etc. The problem was that the next
day no one would talk to me, or even sit close to me!
After a few days of not getting any results I thought,
“What am I doing differently?” I concluded that it must have
something to do with all the “stuff” I was carrying. The next
day I showed up with no stuff and bingo, people would talk to
me.
Basically what would happen is when I would go there to
make a friend. I would make a friend and some of them also
become distributors…and some not. So that’s where the term
I use, “never sponsor a stranger” came from.
It’s easy to meet people. All you have to do is say “Hi, how
are you?” Questions get answers and pave the way for more
questions and more answers. That’s how you make a friend.
That’s how you develop a relationship. That’s how you spon‐
sor.
Talking to strangers and just saying “hi” is one of the best
tools you have in your toolbox.
You have many other tools available to you. Each com‐
pany may differ slightly in the tools they provide based on
their unique products and selling feature but all provide tools
to assist you in building a successful business. Some may or
may not work for you and that’s okay. But the one that
always works is you.
I would encourage you to take inventory of all the tools
you plan to have in your toolbox. I would also encourage you
to try them all until you find out what works best for you,
then fill your toolbox with those tools and then keep them
flowing to new prospects.
Again look at it this way. If you are in partnership with
your company and you are, and if the company invested a
portion of the profits of the partnership in the tools to help
you build your business, and they did, then you have a vested
financial interest in every tool offered, don’t you?
Why not take advantage of them? Continually ask your‐
self, “How can I get the best return on my investment from
the tools in my tool box?” This is a very important part of
building your business.
Let’s say that you’ve invested for example, $100 into 100
promotional CD’s. Again the first question you should ask
yourself is “How can I get the fastest and the largest return
on my dollars invested?”
You could bank the $100 and earn maybe $3.00 return
per year. Wow! How could you get a better return than that?
Give it to someone and get them involved in the business
that’s how!
To get maximum return you have to do what? You have
to fill the pipeline with information flowing to your pros‐
pects. If you fill the pipeline you’ll get results coming out the
other end.
Here’s what I mean by filling the pipeline. We’ve just
gone over a few sample tools that your company may make
available to you for the purpose of building your business.
And I’m sure with a little creative imagination you could
come up with several more yourself.
Now, I’m going to make several assumptions:
• First, you are serious about building a business.
• Second, you are probably part time in the business.
• Third, you are willing to spend at least ten hours a
week building your business.
• Fourth, you are willing to invest at least six months of
concentrated effort for at least ten hours each week to
get your business to show a good profit.
• Fifth, you are willing to invest a small amount of
money in some tools to fill your toolbox.
• Sixth, you are willing to become your own cus‐
tomer…utilize the products, listen to the audio pro‐
grams, read the materials, etc., to educate yourself.
• And last, you have a strong intention to get a good
return on your investment.
If my assumptions are correct and you do want to build a
thriving business here’s a two hour a day, ten hours a week
strategy plan. If you apply this simple plan for the next six
months it will put you on the road to financial freedom.
I call it your “six months to a six‐figure income” strategy
plan. It’s very simple as well as very doable for anyone who
will commit to it.
Using the tools provided for you by your company and
other tools you may choose to utilize, apply the following
steps:
• Make contact with at least two new prospects every‐
day using one of the tools from your toolbox. Not four
one day and none the next, but at least two every day.
• Follow‐up on two people everyday that you’ve intro‐
duced to your business.
• Train and assist those you enroll as a member of your
team to apply steps one and two and to teach those
they enroll to do the same.
That’s it! That’s your six months to six‐figure income

strategy plan! You may be saying, “Is it really that simple?”
Yes! It’s really that simple!
If you and those you sponsor keep the information flow‐
ing to prospects your business will not only grow but you
can’t keep it from growing!!
Think about it. What if you introduced only two new
prospects to your business daily? And let’s say that you have
an organization of twenty‐five people who have been taught
to do the same. That’s over fifty new prospects being intro‐
duced to the business daily within your organization.
Not only that but that’s fifty people getting followed up
on daily. Not only that but they are teaching their people to
do the very same thing.
What if your organization grows, and it will, where over
time you have hundreds, even thousands of people introduc‐
ing two a day? See how your business can thrive when you
build on a solid base of well‐trained people with a simple
strategy plan for success?
“Have I introduced my two today?” That’s the question
you ask yourself and your people daily. “Have you introduced
your two today?” If not, why not? That’s how you build this
business. You do simple things often and well. And you teach
others to do the same.
With a well‐defined strategy plan you can go home at
night and do one of two things:
One, you can celebrate a job well done.
Or two, you can correct the problems. But without a clear
strategy plan there’s nothing to celebrate and nothing to cor‐
rect.
Strategy is simply what you do on a daily basis that earns
you the right to success. The key word is “earn.” You have to
earn success. And you earn it in this business by introducing
people everyday. Without a clear strategy plan for introduc‐
ing people to your business, and following that plan the best
you can do is faintly hope that “some day” things will get bet‐
ter.
It’s like living the American dream. Some live it. But for
most it’s just a dream of “some day.” You must have a plan
and be willing to follow that plan if you want to succeed.
Here’s the classic version of the American dream.
The ant works hard in the withering heat all summer
long building his house and laying up supplies for the winter.
The grasshopper thinks he’s a fool and laughs and
dances and plays the summer away.
Come winter the ant is warm and well fed while the
grasshopper has no food or shelter and is left to suffer and
die in the cold.
Here’s the modern version of the American dream.
The ant works hard in the withering heat all summer
long building his house and laying up supplies for the winter.
The grasshopper thinks he’s a fool and laughs and
dances and plays the summer away.
Come winter the shivering grasshopper calls a press con‐
ference and demands to know why the ant should be allowed
to be warm and well fed while he is cold and starving.
The news media shows up to provide pictures of the shiv‐
ering grasshopper next to the video of the ant in his comfort‐
able home with a table full of food.
America and the world are absolutely stunned by the
sharp contrast. How can it be that in a country of such
wealth this grasshopper is allowed to suffer so?
The case is made and everyone is lead to believe that the
poor grasshopper is the victim and has been denied the
prosperity he deserves by those who benefited unfairly.
Does this story sound like fiction, or is it a true to life
reality?
How about the following statistics? 85 out of 100 people
who reach the age of 65 do not have an extra $100. 45%
depend on relatives for their survival. 30% depend on char‐
ity. 23% are still working. And only a 2% are self‐sustaining.
According to the social security administration these are
all a reality! In other words at the age of 65 chances are that
you’ll still be working for someone else, making them
money, with no nest‐egg to retire, and with all your dreams
unrealized.
I don’t know about you but I find this unbelievable and
even frightening! I’m sure that people never believe or even
think this would ever happen to them but statistics say it will.
Do people plan for this to happen? No. They simply don’t
have a plan for it not to happen.
An outdated network marketing version gives the story a
different slant. The grasshopper isn’t really lying around
doing nothing but he is becoming a better fiddler. And while
his brain is at work devising new ideas he makes friends
with a butterfly who teaches him to fly. So when winter
comes he had perfected his art of flying and flies south. He
is now basking in the sun making beautiful music while the
ant is shivering in his bed under the snow eating his crumbs.
Today’s modern network marketer might introduce yet
another version. While the ant is busy gathering the food for
the winter the grasshopper does his part by providing the
music and song because the world needs both ants and
grasshoppers to survive. It takes both the serious and the
artistic mind to create balance. While the ants are busy
studying reports or clicking away at their computers the
grasshoppers just might be dreaming their way through a
new symphony yet to be composed, a book yet to be written
or a new idea to help others live a more fulfilling life yet to be
implemented. I rather like this version, don’t you?
Whatever version you may choose if you want to be a
success the question still remains the same. Did you fill the
pipeline today with information flowing to new prospects?
Did your team members introduce others to the business
today? If not, why not? Because without filling the pipeline, a
few days from now there will be no follow‐up and no one to
work with…and nothing to celebrate.
Remember, this business is about introducing others. In
fact that’s all it’s about.
Don’t get faked out with “busyness.” You can find a thou‐
sand things to do during the course of your day that keeps
you busy, things that have absolutely nothing to do with
building a business. The real question is “Is the action I’m
taking right now moving me closer to the success I want to
accomplish…or not?” That’s the only thing that matters.
Organizing your office doesn’t count. Washing your car
doesn’t count. Going to pick up office supplies doesn’t count.
Talking to a friend on the telephone doesn’t count. Here’s the
only thing that counts. Did you fill the pipeline with informa‐
tion about your business flowing to new prospects? If not,
why not? Strategy is what counts. And your strategy should
involve methods of getting people to look and listen to your
story and teaching others to do the same.
What kind of return did you get on the time and money
you invested in your business today? If you want to receive a
larger return it will require talking to more people. The busi‐
ness is as simple as that.
People don’t fail in the business because of poor training,
poor sponsorship or from lack of experience. People fail
because they don’t drop their old habits and develop new
more productive strategies. People fail because they don’t
put their time and effort where it counts. People fail because
they treat their business as an alternative rather than an
imperative. In other words they don’t make it a priority to
succeed. They fail because they don’t talk to people every day
and teach others to do the same and that’s the only reason. If
you talk to people your business will grow and if you don’t, it
won’t.
Earning $10,000 in one month could be an accident.
Earning $10,000 a month for 12 months in a row requires
strategy. Strategy: “A careful plan or method of achieving an
end result.”
There are really only four ways that you could fail:
• Not trying at all
• Not having a strategy plan
• Not following your plan
• Quitting
In order to be successful at any level you must be clear
about:
• You’re in business for yourself and you have to treat it
like a business.
• You’re the boss. You have to set up your own busi‐
ness strategy plan and then stick to it.
• You must have the self‐management skills necessary
to follow a plan that earns you money daily.
If you don’t earn much with your opportunity it simply
means you:
• Didn’t expect much in the first place.
• Didn’t have a strategy plan that guided you toward
success.
• Didn’t follow your plan.
Remember that there are four ways to utilize your strate‐
gies:
• Do nothing. That happens with some. Some just don’t
seem to ever get around to taking action. They
develop tunnel vision. This is where they can only see
and are blinded by their own problems. With this lim‐
ited view they are not open to seeing anything better.
• Follow your plan today. Fill the pipeline with informa‐
tion flowing to new prospects, today.
• Inspire someone to follow their strategy plan today.
Inspire them to fill the pipeline today and to follow‐
up.
• Inspire someone to inspire someone to follow‐up and
fill the pipeline today.
• Failing” does not mean that you are a “failure.”
• A Strategy is “Your careful plan or method of achiev
ing an end result.”
• Success Formula: If you talk a little, you earn a little. If
you talk a lot, you earn a lot.
• If you want your business to “thrive” apply the six
daily actions.
• If you fill the “pipeline’ with information flowing to
new prospects results will come out the other end.
***
135
Chapter IX
A Checklist for Success
“Creating more results faster requires Clarity of vision, Self
observation, Letting go, Courage, Persistance and most of all it
requires Selfworth. All this gives you the freedom to be the
person you were born to be.”
Jim Britt
The following checklist items are simply mental triggers
that will help you and those within your organization to stay
on track. The purpose of the checklist is to mentally remind
you of the things you may need to do or talk to someone
within your organization about doing. You will want to fur‐
ther develop your list as your business strategy becomes
clearer and as your business grows in size.
For the best results I recommend going over this list at
least once each week. Find one or more things you could
improve upon and then take action to improve it.
• Are my top leaders on track?
• Am I sponsoring and getting my new people
started properly?
• Are my team members enrolling new people into
the business?
• Are my team members bringing guests to the
business briefings?
• Are my team members following up with their
new people?
• Are the local meetings and trainings growing?
• Do my team members have guests on the confer
ence calls?
• Am I having guests on conference calls?
• Are the local meetings maintaining quality?
• Am I selling the value of every event?
• Do I need to create some new events?
• Am I building depth in my organization?
• Are my team members building depth in their
organization?
• Who do I need to recognize?
• Am I calling my top people 23 times weekly?
• Is everyone acquiring new customers?
• Check calendars of my downline for activities.
• Contests and incentives for top people.
• With whom should I spend some time?
• Am I conducting 3way calls? If not, why not?
• Are my top leaders conducting 3way calls regu
larly? If not, why not?
• Check product displays and other logistics at
meetings for quality.
• Am I sending notes to new members to welcome
them aboard?
• Am I sending notes of recognition and thanks
often?
• Am I taking personal time everyday just to relax?
• Am I visiting other areas where I have productive
Distributors?
• How’s my attitude?
• How’s the “enthusiasm pulse” of the meetings I
attend?
• Who can I help today?
• How many people have I talked to today about my
business opportunity or products?
• If everyone in my organization talked with as
many new prospects as I did today how many
would that be?
• How many new prospects did my team members
talk to today?
• What did I do today to bring me closer to my goals?
This is just a beginning. You will want to continue adding
items to your checklist. If you develop the learned habit of
going over your list at least once each week you will be
pleasantly surprised at the results that action produces for
you.
A Business Strategy for Special Events
“Special events” are simply reasons to do‐it‐now! Most
people need reasons to do today what they might normally
put off until tomorrow or might not do at all. When you make
a contact with someone within your group you should chal‐
lenge them with upcoming events, reasons to do‐it‐now!
Some events are permanent and some are always chang‐
ing. For example earning the next position in the compensa‐
tion plan is a permanent one while a contest may be one that
is always changing. The following are some examples. You

can add to your list as appropriate.
• Company contests
• Advance to the next position in the compensation
plan
• Becoming a Manager (or whatever the title)
• Becoming a Director (or whatever the title)
• Earning any form of recognition
• Company convention
• Someone working toward a goal they’ve set
• Corporate training
• Local training
• Conference calls
• 3way calls
• Company events
• A team contest
Look for ways to challenge and to celebrate with your
team members. In reality you can find a way to make almost
everything a special event by finding a way to sell the value
of it to someone within your organization. Take some time
and make a list of the ones you will be using over the next 90
days and develop a presentation around the value of those
events.
Don’t worry yourself about the “how to” of working the
business. Even though I’ll be sharing many tips with you
they will play a very small part in your success. Knowing too
much “technique” can spoil the moment and suppress how
one really feels.
Simply develop a clear plan, talk to a lot of people, be real
nice, give good service, follow‐up, sell the value of every
event, have a lot of fun, celebrate your successes, never give
up, teach your people to do the same and your business will
work for you.
• Look for ways to celebrate with your team members.
• Look for ways to challenge your team members to
become more.
• Look for ways to inspire your team members.
• Success is a “mindset.”
• Success is a learned behavior and you learn by prac
ticing success principles daily.
• Create a success checklist and review it often.
***
141
Chapter X
Marketing Your
Unique Selling Features
“When a problem arises ask not ‘what do I do now’ but rather
‘what do I need to understand?’”
Jim Britt
In today’s network marketing world many companies

and products look and sound the same on the surface. So
how do you establish and promote yours as being different,
unique or better? In other words why should I purchase your
product or join your company?
Your point of difference is what sets you, your company
or your product apart from all the rest. It’s what makes you
stand out from the crowd. It gives your prospect a reason to
spend time listening to your story, investing time building the
business or buying your product.
There are multiple areas you’ll want to consider. The first
and most important is YOU. What is your point of difference?
What makes you unique as a sponsor or sales representative
of your product line? The first thing you have to sell is YOU!
If your prospect doesn’t buy you they won’t buy your prod‐
uct or join your business.
I’ve met people, as I’m sure you have as well, that you
walk away saying to yourself, “I would never buy from that
person or join their business.”
Each of us is unique. We all have different backgrounds,
accomplishments and experiences. Even those of us that are
engaged in the same profession go about it differently. You
have to take a serious inventory to find out what’s unique
about you. And sometimes through this process of self‐
examination you may find some things that are unique but
not in a positive way that needs correcting.
Let’s start with a personal evaluation.
• What makes you unique?
• Why would someone want you as their sponsor?
• What is it like having a sponsor like me?
• What is it like for my prospect hearing a presentation
from me?
• What is it like being trained or coached by someone
like me?
• Do you have a lot of experience in the industry and if
so is that saleable as a positive?
• Are you good at three‐way calling, conference calls or
follow‐up?
• Are you a good leader that leads by example?
• Do you follow up, follow through and train your peo‐
ple well?
• Do you offer weekly meetings?
• Do you present yourself well?
• Do you dress professionally and project an image of
success?
• Do you have a plan to help your new team member
get started?
• Do you provide great support for your team?
• Do you have a good attitude?
• Do you focus on each individual’s success as a way of
attaining your own?
Take some time and come up with your points of differ‐
ence. Take some time for self‐appraisal. Look for the posi‐
tives and why those might be important to your prospects or
your team. Also look for the things that you might need to
work on. This is the place where your success will start.
Self‐appraisal can be tricky though. Very often we are
unaware of the positive qualities or negative ones in our‐
selves that others may find obvious. You may even disagree
with them. If you asked your close friends to fill out a ques‐
tionnaire about your uniqueness you would probably be
startled by the results.
To identify some of your unique qualities start with a few
points:
Start by tossing all your perceptions about who you think
you are and how you come across to others. They are most
likely invalid anyway.
Next, zero in on your uniqueness. Ask yourself what it is
about you that others find intriguing? What do they want to
know about you? What questions do they ask?
To help you a bit complete a personal checklist about
yourself.
• What’s your specialty… your most unique feature?
• Write a brief experience background.
• Why did you join your current business?
• How committed are you?
• What accomplishments have you earned in your
business?
• What accomplishments do you plan to earn in the
near future?
• Who was your mentor in the business and what was
special about him/her?
• What special skills do you have relating to your busi‐
ness?
Take some time and underline all the unique qualities
you’ve written about yourself. Next re‐write those qualities
by exploring ways that this quality becomes a point of differ‐
ence. How could you use these qualities to better promote
yourself and your business.
Find a “Hook,” a “Unique link” that you can use to capital‐
ize on your special qualities. Example: I accomplished the
Diamond level within 90 days and have a plan to help you do
the same. Remember people only care for the most part
about items than will benefit them. So ask yourself how this
quality will benefit others.
In the final analysis in building a successful network
marketing business you will be the most important point of
difference in your prospect’s decision to join or not. If they
don’t buy you first they’ll never buy your product or oppor‐
tunity.
Next let’s look at your company.
• What makes your company unique?
• What is your company’s point of difference?
• Who is your CEO or President?
• What are his/her qualifications?
• Where did they learn network marketing?
• Do they have field experience or a background in the
industry?
• Do they have a background that one would trust?
• What is their past successes or failures?
• What is their vision for the future of the company?
• Do they know how to run a successful company?
• Are they in it for the long haul?
• What team members does the company have in place
and what makes each one a benefit to your prospect?
Example: “Susan Jones, CEO of our (your) company is a
very sharp lady who is not only formally educated in man‐
agement but also has been a very successful President of XYZ
company before taking over as CEO at our company. Susan
knows business, knows the industry, and most importantly
has a proven track record of success in the field. She’s been
there before so we all feel confident that she’ll guide us down
a success path. Do you know what that means for you?”
Ask yourself how many of your company executives have
significant network marketing, direct sales or management
backgrounds? Find out your company’s point of difference,
what makes it unique and share that with your prospects.
One new company I know has hired 23 former execu‐
tives of a major company in their field. That’s smart. That’s a
point of difference that every distributor should be selling.
They have 23 top employees with extensive experience in a
previous major company in network marketing. It builds
confidence in your prospect’s mind that your company has a
solid foundation for field support.
Look at your product and its point of difference. What
makes your product(s) unique, different, proprietary or
exclusive?
The product is the foundation of any successful company.
What are you marketing and why should your prospect
buy it? This question needs to be answered whether your
prospect is to be a customer or a distributor. Customers
remain customers only to the degree that they have confi‐
dence in the products. Good distributors remain good distrib‐
utors if they are truly sold on the value the product they are
selling. Here are a few questions for two example products to
help you establish your point of difference. You may have to
adjust slightly depending on your product or service but
you’ll get the idea.
Nutrition products: What is the science that supports
your Flagship product? Who says so besides you? What stud‐
ies, doctors, universities, hospitals, etc. have studied and
reviewed your product? What makes it different, better,
more effective than the competition? Is there any competi‐
tion? And most importantly why should someone buy it?
What benefit will they receive?
Weight loss products: This is an area where testimonials
really work because you can visibly see the result. Studies
won’t hold as much credibility as a testimonial, someone
who’s actually gotten great results. These people are com‐
mercials for your product. “Sally let me tell you what our
weight loss system has done for me. I’ve been using the
Super Duper Weight Loss Program for 45 days, and I’ve lost
22 pounds and I feel better than I have in years Also, my hus‐
band started a few weeks after me and he’s lost 14 pounds
and 3 inches in his waist so far.”
If you do not yet have a personal experience or you don’t
need to lose weight simply borrow testimonials from others.
That’s the value of conference calls, meetings and gather‐
ings. Borrow before and after photos of others that the prod‐
uct has worked for. Learn the stories of the people in the
photo. How long did it take them and how much did they
lose?
Just remember results sell. People are busy and by the
morning after they meet you they barely remember the
name of your company. However they will remember results
and that should motivate them to buy if they haven’t already
done so.
What if you’re selling an intangible such as clothing, jew‐
elry, candles, legal memberships, insurance, telecommunica‐
tions, etc.? Once again what is your point of difference? Find
the things that make you different. One company that I con‐
sulted with sold a line of skin care products. However the
same type of product could be found at most high end retail‐
ers.
Let’s look at some points of difference.
• You could purchase it for less than at the department
store.
• The high end retailer won’t come to your home or
office and let you try it.
• The high end retailer won’t give you a discount if you
become a distributor or preferred customer.
• The high end retailer won’t allow you to earn extra
money if you refer your friends.
Get the idea here. Service sells big time especially for
busy female executives, working moms or even stay at home
moms with children. Service always sells. That’s a point of
difference.
One company I know sells how they empower women
financially. Others market how their service uniquely
impacts groups of people that are financially deprived of ser‐
vices that the wealthy in society easily afford. Even a dis‐
count price might be your point of difference.
Let’s take a little detour and look at how companies out‐
side the direct sales world approach their point of difference
as compared to their competitors. You might get some more
ideas.
Look at Geico for example. This insurance giant owned
by Warren Buffett and his investment arm called Berkshire‐
Hathaway markets itself as being available to talk to a live
person 24/7 including Christmas.
Geico also has super competitive rates and will be happy
to provide them for you immediately either by phone of over
the internet. They also store your quote information in case
you are not ready to buy today, or perhaps your other cover‐
age hasn’t expired yet. And at no cost to you, you can take
your best car, if you own more then one, to a local garage to
have photo’s taken. If your car is in good shape, they may
even offer you an additional discount. One of the world’s
greatest investors, Warren Buffet understands points of dif‐
ference very well. That’s called a CLUE for the rest of us mere
mortals.
Here’s another group you will here about in the banking
world because of its point of difference. Capital One is now
open 7 days in a week in several key U.S. markets. Remem‐
ber “Bankers hours” which used to be 9‐3 when most of the
population was working? Well these folks are open days
until 7 p.m. and even Sunday afternoons. They’ve figured out
that in a super competitive business such as banking that
they should stress their point of difference, that they are
open when their customers aren’t working. Wow, it only
took about 150 years for that industry to figure it out. Banks
compete for business every day. Lower or no checking fees.
No fees for using other teller machines, etc.
GREAT SERVICE is always a point of difference. You can
see that when you shop at one of the most successful depart‐
ment store chains, Nordstrom’s. They are noted for their
superb customer service, friendly staff and their “Ask no
questions” return policy.
One more example is of course Starbucks. Whether you
are a coffee person or not this a great point of difference
example. The # 1 thing that strikes many of us is that they
always seem to hire friendly people who know how to smile.
The soft Italian music helps calm a sometime hectic day.
More than anything else Starbucks understands that when
you walk into their stores you are a guest. They treat you as
such and the experience has created a marketing legend in
their industry and an example for other industries to follow.
When you’re sharing with a prospect the point of differ‐
ence in your company and your organization there are other
points consider as well.
Your compensation plan. Why is it unique or different?
Your compensation plan needs to have a point of differ‐
ence. Learn your plan. What selling points, bonuses, total
payout, structure. How fast can you earn the money back
that you’ve invested?
Some examples:
• We pay deep to allow for long term growth.
• We offer major residual income possibilities. Share
the stories about your top earners and how they are
already achieving residual income.
• We offer car bonuses.
• We offer matching bonuses.
• We provide a way for you to earn your house pay‐
ment.
• We have eleven different ways to earn money.
Remember this phrase. “Every time you sponsor a new
person it’s as if you opened a new store in that person’s city.”
When you sponsor your friend Bob in Portland it’s as if you
just opened a new location for your business in Portland.
When you sponsor Sue in New York City its like you just
opened a new store in New York City offering your products
and opportunity.
Perhaps your company has developed many millionaires
as a result of their pay plan. Perhaps the same compensation
plan has developed thousands of part‐time people who are

currently earning $2,000 per month part time…or both!
Depending on who you’re talking to either example can
have an impact. If you are talking to a person who earns a
high six figure income then $2,000 per month won’t attract
them. They are already achieving a decent level of income,
but they may hate their job or commute, but they aren’t
going to be real excited about an extra $2,000 monthly so
they need to hear the larger income stories. However, there’s
a huge amount of people out there in your community who
would bend over backwards for that extra $2,000 per month
and they may not believe that they could ever earn a million
dollars.
How many are out there that want to earn an extra
$2,000 a month? A lot! And you’ll find out quickly when you
start using some of the marketing strategies I’ll be offering.
As a leader people want to know your point of difference
as well. They want to know if you are going to be there to
assist them. “I’m looking for a new front line person to
develop a successful business over the next few months. I
already have a productive group now and they have all been
trained. I’m ready to build a new group with you if you are
willing to commit.” They want to feel confident that you are
there to help them succeed.
“I’m new too but I will teach you everything I know, and
remember the company offers a great training program as
well and I’ll show you how to get involved. So some things
we may learn at the same time. That’s also why we have
weekly meetings here in Phoenix. Plus we have a great
upline that will help us both”
“I’ll take some time everyday to work directly with you
and your team members until you learn the business your‐
self. I will also assist you with a daily coaching call, 3 way
sponsoring calls, or meetings face to face with you and your
prospects. I will match your effort 100%. You work with me
and I’ll work with you.”
It’s not enough to simply “claim” that you, your product
or your company are special. You must convince others that
those points of difference will benefit them. People want to
know that you can help them because you do or have some‐
thing unique and or you can do it better.
Take your point of difference to the next level and
address what you think your prospect wants and how you
can provide it.
What would your target costomer want to gain from your
product? You can discover this by asking current customers
or those in your downline what they like best about your
product. The more you learn exactly what your prospects
want to hear the better chance you have of making the sale.
Build your product identity around your ability to delight
your customer’s satisfaction.
Address the competition: Survey your competition to find
out about how they represent themselves to their prospects.
And go to the next step and find out if the claims they make
are in fact true. How do you distinguish yourself as being a
notch higher? Do you deliver better results, less expensive,
more reliable or taste better? Pull away from the pack by
using your competitor’s products or opportunity as a stan‐
dard for improving yours.
Address perceptions: How does the public perceive your
product or your industry overall? You should accept general‐
izations and perceptions as truth even if you don’t feel that
way. A perception is something that someone has decided is
true even though it may not be at all.
Every time I hear someone say, “Isn’t network marketing
one of those pyramid deals,” I want to slap them silly! But I
don’t because I know they are ignorant and misinformed. If
someone thinks that network marketing is not a viable busi‐
ness does that make it true? Yes, at least for them because
that is their perception. And perception is reality to that per‐
son. First, clarify their definition of a pyramid deal by saying
something like, “I don’t understand. What is a pyramid deal?”
You don’t make them wrong you simply put the responsibil‐
ity back on them to tell you. Most can’t even explain what a
pyramid deals is in the first place. Always build yourself up as
being the exception to the rule…and then show why. You
might explain to them that every organization from the gov‐
ernment to a franchise company to a lagre corporation to the
family unit is based on a pyramid structure. All businesses
work that way and we are no different. Our physical location
is our home and our business marketing is word‐of‐mouth
over the telephone, on the internet and in person.
The bottom line is that you have to promote yourself and
your company as being responsible and credible. How do
you position yourself as a company that is a cut above the
rest? Identify yourself, your product, your company, and your
opportunity as a point of difference. Take whatever is unique
and different and use it to help others. Focus on what con‐
sumers want, their perceptions about your business, your
competitor’s claims and then distinguish your own points of
difference.
• What is you company’s point of difference?
• What is your product’s point of difference?
• What is your personal point of difference?
• Zero in on your uniqueness.
• It’s not enough to “claim” that your product, company
or opportunity are better, you have to show your point
of difference.
***
155
Chapter XI
Creating Value for Others
“We come into the world alone and all you leave is a legacy of
what you’ve done for others along the way.”
Jim Britt
You’ve heard me say it before but it’s worth saying again.
How you feel will be the most important element in your
success, both in attracting new prospects as well as in build‐
ing your team and their success.
If you are not sure your prospect will not be sure of you,
your product or opportunity.
The slightest element of doubt on your part creates
uncertainty in your mind. And uncertainty creates lack of
clarity.
If you have doubt your prospects will have doubt.
If you are uncertain your team members will be uncer‐
tain.
If you are not clear the person you are working with can‐
not gain clarity. Without clarity your actions will become
nothing more than misdirected activities.
Let’s say for example that you’ve had a previous experi‐
ence in networking or some other business that wasn’t so
great for whatever reason.
No matter how much you want your business to be a suc‐
cess if you are hanging onto doubt created from your past
experience in business, that doubt can and will influence
your behavior, your prospect’s behavior, the behavior of
your team as well as your desired outcome.
As long as you have doubt you will continue to attract
people that will support your doubt by having doubt about
what you offer them.
For example, if you believe that your products or services
are too expensive you will attract people who will continu‐
ally give you that objection.
If you project doubt you attract doubtful people. On the
other hand if you project confidence you will attract people
who will have confidence in you, your products and your
opportunity.
Here’s the key to creating value for others. First and fore‐
most handle your own objections first. Whatever happened
to us in the past is not happening to us now unless we let it.
What happened in the past should remain in the past. Past
experiences have no basis for reality in the present.
Letting go of our old habits or failings requires three
things. It requires intention, willingness and commitment.
On the other hand hanging on also requires three things. It
requires intention, willingness and commitment. The differ‐
ence is that hanging on requires an enormous amount of our
energy and creative ability while letting go requires none at
all, it only requires making a choice.
Here’s the real question you should consider. Does hang‐
ing onto a past negative experience bring you closer to
achieving your goals in your current business or does it
move you further away? Does it support you or distract you?
Does it add to your effectiveness or make you less effective?
Stop right now and do a little exercise. Get in touch with a
“feeling,” a “belief,” or some “hang‐up” you may have regard‐
ing your business. It could be some belief or hang‐up about
network marketing. It could be a fear of failing, a fear of suc‐
cess, a fear of rejection, a lack of confidence, no sales experi‐
ence…anything that you feel may be holding you back.
Now let me ask you five important questions.
Question one. Do you like feeling that way? If your
answer is “No” then let’s move to the next question.
Question two. Do you feel that the feeling helps you to
support your visions of success? If your answer is “No” then
let’s move to the next question.
Question three. Do you want to let it go? Would you like to
get rid of that feeling? If your answer is “Yes” then let’s move
to the next question.
Question four. Are you willing to let it go and move on?
This one you may find to be a little more difficult. Often times
we don’t like the feeling, we want to let it go but the habit or
program is so strong, so much a part of us, that we may not
be truly willing to let it go. It has become our comfort zone.
It’s who we are. It’s how we justify to ourselves and to others
why we are not doing well. (More on this later) But the fact is
until you are willing to let go of what’s holding you back you
can’t move to the next level where you want to be. Are you
willing to let it go? If so let’s move to the final question which
may even be harder.
Question five. WHEN? When are you willing to let it go?
And of course you are probably thinking that the correct
answer is, “Now.” That might be a good answer but there is
no right or wrong answer it’s simply a choice, your choice.
Do you choose to hang on or to let go. Either answer is okay
but it’s good to know that you are the one in control of your
choices. Which choice will serve you better, staying in your
comfort zone or breaking free of the old you and creating the
new you? That’s the choice we are all faced with moment‐to‐
moment.
What you say in a presentation is important. But it
accounts for only 10% of the effectiveness of your presenta‐
tion.
How you say it is also important but only makes up of the
effectiveness 10%.
But how you feel about what you say is critical. It makes
up 80% of the effectiveness of your presentation. When you
hold onto a feeling that is less than productive that feeling
can and will influence the outcome of your presentation.
Remember that your presentation starts before you ever
meet the prospect. It starts before you even know you are
going to have a prospect to meet. In fact it starts when you
get out of bed in the morning. If you attract what you feel,
and you do because it’s the law of attraction, then based
upon how you feel, you are at this very moment attracting
the circumstances, people etc., to support that feeling.
If you get up in the morning feeling down that your busi‐
ness isn’t working to your expectation, you actually set the
wheels in motion to attract more of the same. On the other
hand if you get up feeling abundant and knowing it’s going
to be a great day for business you are setting the wheels in
motion and that’s what you’ll attract.
Either way people are lining up outside to support how
you feel about yourself and your business. If you feel suc‐
cessful and know that you have a great opportunity to offer
you will attract people who will support you in your
endeavor.
Then when you finally meet the person you have
attracted into your life because of how you feel they will give
“weight” to everything you say, do and most of all how you
feel about what you are saying and doing. Let me explain.
This is a very important point.
Below is a side view of a teeter totter.
Prospect’s Objections Value Created
You both LOSE! You both WIN!
Imagine that you are sitting on one side and your pros‐
pect is sitting on the other side of the teeter totter and you
both weigh exactly the same. What happens to the teeter‐tot‐
ter? It stays even, right?
Now imagine that if your prospect’s side touches you
both lose and if your side touches you both win!
Now imagine that you are on one side holding the value,
or benefits, for what you are selling. Your prospect is on the
other side holding objections. The question is, “Where’s the
weight distribution now?” Who weighs the most? Which side
is touching or on its way down? Which side are you adding
weight to?
If you’ve done your job well through the questions
you’ve asked to qualify your prospect you begin to stack up
all the reasons why your prospect should get involved with
your opportunity or purchase your product.
The question you should be asking yourself is, “What is
the level of pain my prospect has that my product or oppor‐
tunity is providing a solution for?” If they are short of money
is that painful to them? Can you provide a solution? Of
course!
On your prospect’s side they may have three primary

things that I find the most which are time, money and disbe‐
lief. “I don’t have the time to get involved.” “I don’t have the
money to get involved.” Or “I don’t believe you.” In other
words they have doubts.
You can pretty much go into your presentation knowing
these three things may need to be handled. In other words,
knowing this you can go in somewhat prepared. And here’s
the reality. If they believe you and see enough benefit they
will find the time and the money. The objection is always
belief or they don’t see the benefit which can be the same.
Now let’s look at your side of the teeter totter. What can
you do to give weight to your side before you ever meet?
The amount of weight you have on your side in advance
will determine your effectiveness as well as the outcome of
your presentation.
As an example, consider your commitment to your
opportunity and your product. Does that carry weight? Of
course it does! Are you 100% committed?
How about your attitude toward life and your business
when you get out of bed in the morning? Does that carry
some weight? You better know it does! How’s your attitude?
How about your intention and your willingness to come
from contribution? Would that some carry weight? Of
course!
How about your compelling why, your clarity that we
covered in chapter one, the reason you got involved and
where you’re going? Would that carry weight? You bet it will.
Are you clear about what you are going to accomplish?
How about your strategy plan, your goals?
What about the results you’ve gotten with your products?
How you feel about your opportunity? Does that carry
weight?
Your attitude, how you carry yourself, your language,

your smile, your handshake, your eye contact, all carry
weight and offer value. They all provide reasons for your
prospect to get involved.
All these things carry weight. Why? Because they all con‐
tribute to how you feel. How you feel about yourself, your
success, your prospect’s success, your company, your prod‐
uct, your opportunity, Your points of difference, about life in
general. How you feel will determine 80% of your presenta‐
tion’s effectiveness. You’ll always attract what you feel. It’s
the law! It’s the law of attraction. Just observe for a few days
and you can watch the law of attraction in action! You will
begin to see that you are receiving exactly what you are
transmitting outward.
Objections are never the problem. It’s always value cre‐
ated. It’s the cost versus the value you’ve shown them. It’s
the time they’ll have to invest versus the value they will
receive. It’s the money they will invest versus the value it
will create for them.
People will pay the price if they see and feel the value.
Let’s take it a step further. They will pay the price if they
know that you see and feel the value of what you’re offering.
In other words they buy you first!
If you create enough value from your own conviction
they’ll never come up with a single objection. Your side of
the teeter totter will already be touching before you meet and
you’ll both win!
In fact if they see enough value you won’t have to ask
them to join. They will ask you if they can join!
Your side of the teeter‐totter should always be touching! If
not? Why not? This is an item that should go on the top of
your strategy checklist. “Is my teeter totter touching?”
Ask Questions and Listen
In addition to all the weight you can place on your side
from the start asking questions can give you the necessary
information to add even more weight to your side of the tee‐
ter‐totter. Questions give you the information for creating
specific additional value.
Look at it this way. Asking questions and the answers
you receive is like gathering stones that you place on your
teeter totter and stones carry weight. Some questions repre‐
sent big stones some represent small ones. No matter what
the size they all carry weight for your side.
Here’s what I mean. If you ask the question, “Are you
making all the money you want to make?” If their answer is
“no” then that’s a stone! That is if you can show them how
your opportunity could solve their problem in that area.
“What’s your current plan for attaining financial free‐
dom?” Most people don’t have a plan. If that’s the case then
that represents a stone for your side. Can you help them to
fulfill that need? That’s a benefit. That’s a stone. That’s a rea‐
son to get involved. That gives weight to your side.
“If you could do anything you wanted what would it be?”
“If you could live anywhere you wanted, where would you
live?” “What stops you from living there?” Their answer to
your question is a stone.
Questions get answers. Answers give you the informa‐
tion necessary to show them the benefit. Benefits are
“stones” that carry weight for your side of the teeter‐totter.
If you ask enough questions and their answers produce
enough benefit they’ll never bring up a single objection
about getting involved. In fact, they will be asking you if they
can join!
If a person doesn’t have the time to work the business,
the benefit for them is the time freedom that the opportunity
can offer.
If they don’t have the money to get involved, do they need
the business? Talk to them about the potential residual
income and financial freedom. That’s their benefit.
Again the understanding of two important things about
people is critical. One, people are looking for reasons to get
involved in your opportunity. And two, people are looking for
reasons not to get involved in your opportunity. You are
looking at their level of pain and the solution you can provide
to get rid of their pain. If you can provide a solution they’ll
join.
People have to be sufficiently inspired by seeing suffi‐
cient benefit to get them out of their comfort zone. Most
people have a built in fear of failing and you have to inspire
them to move past their fear by showing them enough bene‐
fit.
Most of the questions you ask you will already know the
answers.
If you ask, “What’s your current plan for financial free‐
dom?” You already know that 95% of the population has
never even thought about it or were afraid to even consider
it or at best they don’t have a plan.
So why ask the question if you already know the answer?
Self‐discovery! Letting them verbalize it to you so that they
hear it themselves is a hundred times more powerful than
you telling them.
• Do they have a plan for time freedom?
• Do they have a plan for better health?
• Do they have a plan for starting their own business?
• Do they have a plan for living their dreams?
Can they achieve what they want out of life in their cur‐
rent position? What’s their current plan for making a
change?
This is not trickery. It’s simply helping people to discover
what they don’t have what they want and providing them
with a vehicle to help them get there. It’s called coming from
contribution.
I was on a flight a while back traveling from San Fran‐
cisco to Medford, Oregon. I was seated in an isle seat in the
front of the plane. Across from me a young woman was
seated. I noticed that she looked very sad. I could even feel
her sadness. I decided that without invading her privacy that
given the right opportunity I would try to cheer her up a bit.
The flight was about an hour long. All the way she
seemed to be in deep thought about something. The entire
flight I kept looking her way hoping she would look up and
make eye contact and provide me with an opportunity to
engage in a conversation with her. The flight was almost
over when the pilot came on the speaker system and said,
“We are on our final approach into Medford. Please fasten
your seat belts and prepare for landing.”
The woman finally looked up checked her seat belt and
then looked across to my side out the window as if she were
looking for some point of interest. As she looked my way I
noticed that she had a beautiful suntan. It was the middle of
the winter at the time.
So I asked, “Where did you get that suntan?”
She said, “I’ve been to Hawaii.”
“Hawaii,” I said, “That’s my favorite place to go. Which
Island did you visit?”
“Kauai.”
“Kauai!” I said, “Wow, that’s my favorite island!”
“Mine too.” She smiled.
I asked, “Did you know that Kauai is where Puff the
Magic Dragon lives?”
She looked at me with a kind of puzzled look.
I said, “Yah.” And I sang her a verse of the song. “Puff the
magic dragon lived by the sea in a land called Hanalei.”
She let out a big laugh and then said, “I needed that.”
I said, “How long was your stay?”
“A month.”
“Was it a business or pleasure trip?”
“Well it was a little of both” she answered. “I went over
there to get my head together and decide what I am going to
do with my life. I promised my husband that if I went over
there for a month by myself I would come back with the
answer.”
“Well how did it work for you?” I asked.
“I brought back the same head. I still haven’t decided,” she
replied.
“What do you do now?”
“I’m an Earth Mom.”
“What’s an Earth Mom?”
“It’s a person who lives on the earth. No electricity, no
modern conveniences, etc.” she said.
“And your husband—is he an Earth husband?”
She explained that it was all his idea but she wasn’t sure
that she could continue without some bigger purpose for liv‐
ing her life.
She went on to say that she had two “Earth kids” as well
and that she was concerned for them also. “In fact,” she con‐
tinued, “I was just thinking that maybe I should see a thera‐
pist. Maybe you know someone?”
I said, “I don’t know any therapist in the area at all. But,
would you mind if I ask you a question?”
She hesitated for a moment then answered, “Sure, why

not. I’ve got nothing to lose.”
“My question is this. If you could do anything you wanted
to do with your life without any limitations or restrictions
what would it be?”
She thought for a moment and said, “Well, mmmmm, no, I
couldn’t do that.”
“No,” I said “with no restrictions. You’re thinking about
the restrictions, aren’t you?”
“Well if I could do anything I wanted to do without restric‐
tions?” She said, “I am really good with computer program‐
ming and also really good with kids. I would write computer
software for children that would make a difference on the
planet.”
Suddenly she burst out with tears of excitement. “Oh my
God! That’s it! That’s what I want to do!” She said, “I can’t
believe that I went to Hawaii to find my purpose and after
thirty days I hadn’t found it. Then a total stranger asks me
one question and the answer appears! This is incredible!”
At that very moment the plane touched the runway. She
got her answer within the time she told her husband that she
would have it.
All I did was come from contribution. I didn’t know what
her problem was at all but wanted to help her in some way.
Here’s what happened. I first made a friend by making
her laugh. Next I built a level of trust by showing interest.
Next I ask some questions and listened with sincere interest
which created a bond between us. I discovered the level of
pain she was going through with her dilemma. And last
through my final question I helped her to discover what she
wanted to do with her life something thirty days of searching
for it by herself hadn’t done. I did it in a matter of three to five
minutes by asking questions and listening with sincere inter‐
est.
I stayed in communication with this woman and she did
in fact go on to live her newly discovered dream. I’ve often
thought about that brief encounter. What if I hadn’t showed
up when I did? What if I hadn’t asked the right questions to
help her discover her dream? What would she be doing now?
What effect did those four minutes have on her life, on her
kids and her family, on the children she is developing soft‐
ware for and on the world?
What if the guy hadn’t shown up that day at the factory
and asked me to that meeting? What would I be doing now?
How would my life be different?
In my opinion in networking marketing you have an awe‐
some opportunity to change someone’s life for the better if
you ask the right questions to help them to discover their
dream. I believe that it is not only an awesome opportunity
but it is an awesome responsibility. What if you are their
only chance and you decide out of fear not to talk with them
or to ask the questions?
Just know this. There is a question you could ask and a
statement you could make that could get every single person
involved in some way. The real questions that should go on
our strategy checklist are these:
• “How many people did I help to discover their life
dream today?”
• “How many people did I empower today?”
• “How many relationships did I develop today?”
• “How many lives did I make better today?”
Those are the real questions that you should consider
when building your business. Those are the things that are
important if you want to build a solid lasting business.
The more you help someone to discover or realize their
own desires the stronger the bond or relationship will be
between the two of you.
Bonds build relationships. This is a relationship business.
The major key to your success will be determined by how
well you build relationships.
You never want to sponsor a stranger. You want to build a
relationship first.
You want to build an emotional bond. You can build a
bond in minutes with some and with others it may take days.
Without emotional bonds there is no basis for holding a
relationship together. And without a relationship there is no
basis for holding your business together. Without a relation‐
ship it will eventually fall apart or the person will leave at
the first sign of conflict.
Relationships will create a long‐term association between
you and your people. It will create geometrically increased
productivity within your organization. It’s like building a
family tie.
If you create a bond with one person they will want their
friends and distributors to create one with you which in turn
helps them to create a bond with their people and so on.
That’s the beauty and power of networking.
Everything you do has a residual effect within your orga‐
nization and of course what you don’t do will also have a
residual effect as well.
Creating emotional bonds is like creating a bank account.
You make deposits through what you do for your people.
When you help them to accomplish their goals you make a
deposit. When you take interest in their dreams and you help
them to become successful you make a deposit. When you
assist them in any way, you make a deposit.
That’s how you build emotional bonds. That’s how you

build relationships. That’s how you build emotional bank
accounts. That’s how you build financial bank accounts as
well! The more deposits you make into your emotional bank
accounts the more reserves and accumulated interest you
actually build up and the more deposits you make into your
financial bank account.
The deposits you make will return to you in a multitude of
ways. Money, success, friendships, contribution to others, or
how it makes you feel to see someone else succeed as a
result of your efforts.
The measure of your success with your business isn’t
how much money you earn. The real measure is how many
people you empower how many relationships you develop
and how many lives you change. If you build strong bonds
with your people the money will flow to you in enormous
amounts.
Look at it this way. You may be their only chance for cre‐
ating the future they want and deserve. If you want to build a
strong relationship they have to know that you care about
them. They have to know that you care about their needs
their success and their dreams.
Which is more important to care about someone or for
someone to know that you care about them?
You can’t offer life changing opportunities and products
and be casual about it. It’s not like selling shoes. A person
can always get another pair of shoes from another store.
Whereas an opportunity like you are offering may never
come around again.
People in general are living by chance. With network
marketing and the opportunity you are offering you can
offer them the opportunity to live by choice.
You want to help your people see that they have discov‐
ered along with you the most incredible opportunity on the
planet.
Look at it this way. You have the best‐kept secret in the
world, and you get to tell the story and help others get
involved. Not only that but you get to teach others to do the
same.
In order to create the greatest value for another you
should always seek to understand the whole person. When
you know someone’s likes, dislikes, dreams, goals, and their
overall philosophy of life it creates a relationship. It creates a
strong bond that will never be broken.
Every person is an individual with a different personality
and a different set of values and needs. What works for you
may not work for someone else. What works for one person
may not work for the next person at all. What inspires one
person may turn off another.
What inspires you may not inspire someone else in the
least.
Our normal tendency is to project our own dreams and
beliefs onto another. It’s vitally important to stay focused on
their dreams and how your products and opportunity will
help them fulfill those dreams.
Integrity Builds Trust
The very last thing I want to talk about in creating value
for another is integrity. The definition of integrity is “whole‐
ness” which means to give all of you…to hold nothing
back…to tell it like it is.
Having integrity doesn’t mean doing what is legal or what
makes you the most money. Having integrity means doing
what’s right.
Integrity builds trust. Integrity goes beyond honesty. Hon‐
esty means being truthful. Honesty means telling it as you
see it. Honesty means being real. Whereas integrity means
adhering to a code of values.
Integrity means doing what’s right not because you are
legally obligated but because you are committed to doing so
by your values. Nothing else will matter in your business if
you don’t start with integrity. It’s the most powerful tool you
have for building a lasting relationship.
By having integrity you will earn great loyalty between
you and those in your network. You will earn a loyalty that
will enhance productivity. You will earn a loyalty that can’t be
broken.
Here’s the way it works:
• Integrity builds trust between you and your team
members.
• Trust creates openness. With trust people will be
open to you as their leader as their partner in busi‐
ness as a member of the team as part of their family.
• Openness creates emotional bonds that can’t be bro‐
ken.
• Emotional bonds create lasting relationships.
• And relationships in our business create lasting suc‐
cess.
Integrity builds trust, trust creates openness, openness
builds bonds, bonds build lasting relationships and lasting
relationships build your success.
Your business will be built on the quality of the relation‐
ships you create between you and your people. Every time
you make a contact every time you return or make a tele‐
phone call write a note to someone have a meeting with
someone in your group or with a new prospect see it as an
opportunity, an opportunity to develop a relationship with

that individual.
If you treat every person within your organization, every
prospect, every customer with respect and grace, giving
each the attention they want and deserve, they will never
even consider going elsewhere to build a business or to pur‐
chase their products or services, for fear of losing out on
being associated with you.
• Handle your own objections before you ever approach
a prospect.
• Letting go of our old Habits and beliefs requires inten
tion, willingness and commitment.
• People give “weight” to everything you say and do.
• You have to nudge people out of their comfort zone.
• Selfdiscovery is the key to building relationships and
your business is built on the relationships you develop.
• Come from “contribution” versus “survival.” Survival
is “selling the sizzle.” Contribution is “what can I do to
help.”
• Integrity builds trust.
173
Chapter XII
Building a Winning Team
“ Doubt is in the mind and heart and so is success and happi
ness.”
Jim Britt
There are four basic reasons why people won’t join your
business. One, they don’t understand how it works. Two,
they don’t understand how they themselves could become
successful given their present circumstances. ”I don’t know
enough people.” “My work takes me out of town a lot.” “I’m
not a people person.” “I’m a shy person and I don’t like sell‐
ing”, etc.
The solution to either of the first two reasons is that your
prospect simply needs more information. What he or she is
really saying is to show me how I can make the business
work for me given my current circumstances.
The third reason is that they are totally happy and ful‐
filled in every way with their life and they’re just not inter‐
ested. And fourth, they don’t see the benefit for themselves.
And that’s the main reason.
Sponsoring is the power behind building a strong stable
business. Sponsoring is the major difference between direct
sales and network marketing.
With direct sales your income is based on your own time
and efforts. However in network marketing your income is
based on your own time and efforts plus the leveraged time
and efforts of your network.
In other words if you work 10 hours yourself you get
paid for ten hours. If you work 10 hours and find ten people
to work 10 hours, in network marketing you can now get
paid on 110 hours.
And to take it a step further, if you work 10 hours and
find ten people who work 10 hours, and they find ten people
each to work ten hours, you will now be getting paid on 1010
hours. And all you are working with directly is 10. What a
deal that is!
A network is defined as “A chain of interconnected people
or operations.”
Marketing is defined as “A method of selling goods or ser‐
vices.”
So network marketing would be defined as “An intercon‐
nected group of people marketing goods or services.”
That’s how your business works. That’s what network‐
ing is all about. It’s an interconnected community of people
marketing goods and services.
Sponsoring is defined as “Looking out for another per‐
son’s interest and well being.” When you sponsor you are
building a family. They could be spread across a large geo‐
graphic area much like a family as it grows. They are all
united with a common cause. They have fun together and

make money doing it. They come together for reunion and
celebration
You can “Recruit” people. Recruiting is easy, getting peo‐
ple is easy, but if you don’t also sponsor them and look out
for their interest and well being you won’t grow a successful
business long term.
Remember there are four basic stages to sponsoring. We
discussed them briefly in a prior chapter.
• How to get your prospect to look.
• How to get your prospect to listen.
• How to get your prospect to join.
• How to get your prospect to succeed.
The four stages always fall in that order. You can’t get
someone to join before you get them to look and listen any
more than you could get someone to succeed before you get
them to join.
In a previous chapter we discussed putting together your
business strategy plan and filling your “toolbox” with the
promotional tools needed to gain your prospect’s interest. In
other words how to get your prospect to look and listen.
We’ve also discussed how to create value for your pros‐
pect in order to overcome most all objections they may have
in advance.
Now let’s tie those two together and talk about how to get
them to join, and even more importantly how to get them to
succeed.
You can earn a significant income through personal sales
and customer acquisition. However if you want to develop
your business to its fullest potential, as I’m sure you do, then
you’ll want to begin to sponsor serious business builders
onto your team.
Sponsoring is nothing more than keeping your eyes and
ears open for opportunities to tell your story. If there are
people around there are opportunities around to tell your
story and to connect your opportunity or product to their
needs.
When sponsoring, remember that every story has a
beginning. Where you’ve been and where your prospect has
been. It has a middle. Where you are now and where your
prospect is now. And it has an ending. Where you are going
and where your prospect is going.
When you yourself enrolled as a distributor for your
company chances are you saw where you had been in your
life, where you were at that time and you knew that you
wanted to make some changes. Is that not correct?
You then connected the opportunity you’re now involved
in to your vision of where you wanted your life to be at some
point in the future. That’s the reason you joined. And that is
the reason your prospect will join as well.
In order for them to join they have to see themselves ful‐
filling their goals and dreams through your opportunity.
Remember as we have discussed you are selling dreams.
That’s important to remember. You are not selling a product
or trying to recruit someone into your business. You are sell‐
ing them a dream, their dream. Understanding this fact will
give you a tremendous edge when sponsoring.
Here’s what sponsoring is in a nutshell:
You help people to discover what they’ve been doing in
the past and what hasn’t worked for them.
Next, you help them to discover where they are now and
the changes they need to make.
You then help them to establish a vision of how they
would like their life to be at some point in the future.
And last you connect your opportunity to their vision.
Sponsoring is like fishing. And to a fisherman/woman

there’s nothing better than a well‐placed lure! 80% of spon‐
soring is in the casting the lure and knowing where you
want it to land. You can’t get people with the “Join” or “Suc‐
ceed” lure before you cast the “Look” and “Listen” lure to get
their attention and interest. If you are fishing and you don’t
know where to place the lure you could fish all day and never
catch a fish.
When sponsoring, if you don’t know their hopes and
dreams or level of pain you won’t know what lure to cast to
get them attention to “Look” or where to place the lure to get
them to “Listen.” Not knowing which lure to use or where to
place it would be like fishing for catfish with a top water lure.
Your chances of catching one would be slim to none!
You also have to ask enough questions in order to find out
which lure to cast. Then you have to decide when to cast the
lure. Timing is everything.
Sponsoring is like giving your prospect salty peanuts to
make them thirsty (That’s the questions you ask to help
them to discover their need) and then offering them some‐
thing to drink to quench their thirst (That’s the opportunity
you offer them to ease their pain).
Sponsoring is easy if you have one vital ingredient:
Commitment‐‐‐commitment to your company, products,
opportunity and to your own success. Fall in love with your
company, your products, opportunity and with your own
vision of success.
Commitment creates passion. And when you’re truly
inspired about something it lets you connect with people
heart to heart! People live and make decisions in their emo‐
tions and you have to connect with people where they live
otherwise they won’t listen to you. 100% commitment cre‐
ates focused laser intention and people feel it. People are
drawn to it like a magnet!
The difference between success and failure as an organi‐
zational builder will be:
A.How well you keep the tools within your tool box flow‐
ing to potential prospects.
B.How well you connect the tools, products and your
opportunity to your prospect’s dreams and desires. In other
words, “How well you place the lure.”
How committed are you to help others you enroll become
a success?
Who to Contact
When I first began my network marketing career I had a
vision of building an incredibly large organization in a short
period of time. I just knew that everyone at the factory
where I worked was going to join me. After all, I thought,
doesn’t everyone want to be rich!
To make a short story very short, I went through my cen‐
ter of influence in about 15 minutes. They all said to come
see them when I got rich then they would join me.
So there I was with no center of influence to contact. In
fact I discovered that I had no influence at all!
I found myself with no contacts whatsoever. At least that’s
what I thought at the time. I later attended a training being
held in my area by one of the corporate leaders.
He began the training with a statement: “Sponsoring is
the life blood of your business.”
That statement frightened me. I knew I was doomed to
failure if that was the case because I didn’t know who I could
possibly talk to at this point. I didn’t know anybody else other
than my co‐workers at the factory.
I reluctantly raised my hand and asked where I could find
people if I didn’t know anyone. He answered by saying,
“There are several billion people on the planet, just start talk‐
ing! You will never run out of people to talk to. Don’t get
overwhelmed with numbers. You don’t need 200 people on
your first level. All you need is 5‐10 well trained. That’s bet‐
ter than 200 untrained. Anyone can find 5‐10 people.” And I
found his words to be absolutely true. Hey. Think about it.
When you die if you can find six Pall Bearers you certainly
should be able to find six who want to join your business to
make some money. Call on those six now!
So how many should you sponsor? The answer is, how
many can you effectively work with? I would suggest begin‐
ning your recruiting efforts by building a foundation of 5‐10
serious business builders or whatever may be required to
take full advantage of your compensation plan. You may only
need 3‐4 depending on your plan but let’s say you need five
front line people to maximize your compensation plan. If you
need five then you may have to sponsor twenty to find five
who are serious.
Remember the fellow I mentioned earlier? He sponsored
one person a month into his business over a five year
period…a total of 60 people. Out of those 60 he said he had
developed 5 strong serious leaders. At the end of five years
his income was over $50,000 a month, that’s $600,000 a
year! Would you sponsor one person a month for $600,000 a
year?
So where do you find prospects for sponsoring? The
answer is “Everywhere!” Where you currently work, your
family, where you used to work, neighbors, country club,
health club, church, service clubs, hair cutter, travel agent are
all a great source of prospects. The list goes on and on.
Everyone knows a lot of people and they’ll realize that fact if
they just put their thinking cap on. You don’t even have to
know anyone just get around people and start making con‐
versation. Go meet people at parties, networking clubs,
meetings, gatherings, happy hour, church, in restaurants, etc.
Sponsoring is a “contact business.” You have to make
contact in order to sponsor.
What do you look for in a potential distributor? There are
two major things to look for first.
First, look for people who express certain desires. Look
for people who want to earn more money part time, own
their own business, work from home, who are dissatisfied
with their current job or standard of living and is willing to
do something about it or someone who seeks financial inde‐
pendence.
• Who do you know that would most likely want suc‐
cess?
• Who do you know who would like to own their own
business?
• How about someone who would like to enjoy a better
lifestyle?
• How about someone who would like to have a more
fulfilling career?
• How about someone who wants to become a leader?
• Someone who has a desire for freedom?
A better question might be “Who do you know who
doesn’t want those things?”
The stronger a person’s desire for improvement the bet‐
ter qualified they will be as a potential new distributor and
as especially one of your leaders.
All you have to do is start a conversation and start asking
questions and you’ll quickly discover the one’s with a desire
to do better. If your prospect lacks desire just say “Next.” Then
direct your conversation and efforts elsewhere.
If you have to convince someone to join your business
you’ll have to convince them to go to work which will be a
waste of time for both you and your prospect. Just say “next”
and move on. Remember the tennis story…”Anyone here
want to play tennis?” Anyone here interested in making some
money?”
Remember you’re not running a nursery school or a
retirement home. You only want to work with people who
want your opportunity, people who want to go to work, who
want more out of life, who want to be a success.
The second thing to look for is a willingness to listen, to
be coached. Don’t try to revive the dead! If they don’t have a
pulse, move on! Just say next! If you get caught up in their
lack of desire or ambition to get ahead you become a part of
their “failure drama.” Create the story you want to live and
hand select the players for your success story.
Remember this: The law of attraction works this way. We
all have a story that we are living and a new one we are cre‐
ating everyday. We attract the players in our story based
upon the script (Vision) we have created for our life. Start to
look around you. Look at others and observe their stories.
You can see the victim and who’s the victimizer. Look at
someone successful and notice the type of players surround‐
ing him or her. Look at someone that is always struggling
and notice the players in their drama. Then start to look at
your own life. What players do you see in your story? Are
they the players you want to build your success story upon?
Here’s what I’m saying. If you want to change the end
result to something better you have to change the script and
start to interview a whole new cast of characters. When you
change the people around you currently will either change
or wander away from lack of attention. They have been writ‐
ten out of the script.
You are looking for enthusiastic coachable people who

want to do whatever it takes to move forward into an abun‐
dant future. You are looking for people who want to get
ahead, who want to own their own business, who want to be
free and independent.
Your Greatest Sponsoring Tool
Most of your sponsoring opportunities will occur either
in a very spontaneous in‐person fashion as a result of mail‐
ing out a promotional package, handing out a CD or DVD,
directing someone to your web site, during a telephone con‐
versation or just meeting someone new. No matter how you
choose to sponsor an important tool for your business suc‐
cess will be how well and how consistently you use the tele‐
phone. You may be able to get someone to “Look” and to
“Listen” over the internet or through a lead generation sys‐
tem of some sort. And that’s okay, but to truly “Sponsor”
them you’ll have to most likely connect over the telephone.
When using the telephone remember you are making a
business, not a social call. So keep the conversation on target.
Small talk is important for breaking the ice and developing a
friendly rapport with your prospect but always remember
that your objective is to set up a business appointment, or to
get a commitment from your prospect to preview an infor‐
mation package, visit your web site, etc.
Your principle objective in the telephone session is to
establish an appointment or the method by which your pros‐
pect is going to take a LOOK and get all the facts. At the
appointment or through the info pack you have sent them,
their visit to your web site, or whatever, they go to the next
step, which is to LISTEN. After they have received all the
facts, either through your follow‐up call, listening to a CD or
at the appointment, etc., only then can they decide if they
want to JOIN.
When making contacts always anticipate a positive out‐
come. Assume your prospect will be interested. Have your
list of people right in front of you and set a goal of how many
appointments you want to schedule or packages you want to
send out before you finish. Commit to work until you have
reached your goal. Remember it’s best to quit a winner.
Be friendly but professional. You will want to project
your enthusiasm and commitment about your business and
products. And again remember, your objective is to set an
appointment or to get them to look at the web site or a pro‐
motional pack etc., not to sell the product or enroll them in
the opportunity right up front. That could happen but not
likely on the first call.
When you find someone who politely declines your invi‐
tation ask who they know who might be interested in making
an exciting additional income. This could trigger a whole new
conversation. Obtaining referrals is very important to your
business building efforts.
Keep your appointments and follow‐up calls current
booking no more than a few days in advance. If they are
unable to give you an appointment to get back with them
within the next few days or unable to give you the time you
need to make an effective presentation or to preview the
information you are sending them, arrange to call them back
at a later date. Remember, better than a poor presentation is
no presentation.
Stay organized by keeping track of your calls and results.
You might want to consider on occasion recording your con‐
versation in order to refine your techniques. Are you
expressing yourself in an enthusiastic manner? Let your
voice express your enthusiasm about your products and
your business opportunity. Your customer will detect your

enthusiasm and respond accordingly.
As you review your results each day CELEBRATE what
worked and FIX what did not work.
What NOT to Do and Say
It’s also very helpful to know what not to do and say as
well. Here are a few basic hints.
Don’t over exaggerate your opportunity. Tell it like it is.
The “get rich quick” talk is the enemy! When you exaggerate
that’s called coming from survival or selling the “money.”
Any intelligent person can see right through that kind of talk.
When you operate from survival nothing in your life
works, career, money, relationships, downline. You lose your
edge, your sincerity and most of all you lose your integrity.
Integrity is what builds trust in a relationship.
Coming from survival is always selling the “sizzle.” Sell‐
ing money is selling the sizzle. Coming from survival is sell‐
ing the product or opportunity for more than it is. It’s okay to
sell some of the sizzle but selling only the sizzle is usually
perceived as stretching the truth.
When you take the approach of always selling the sizzle,
pretty soon your friend catches on fire, they get really
cranked up about what you’ve promised them will happen
and if you’ve sold them too much sizzle they’ll eventually
burn out. And eventually you will as well.
On the other hand coming from contribution begins with
straight talk. Might as well tell it like it is, don’t you think?
Hey there’s work involved here. No one is going to do the
work for you. If someone tells you they are going to do all the
work for you don’t believe them. They are lying to you! Think
about it. Why would someone do all the work and give you
the money. Why not just do the work and keep the money.
The reason is that they are trying to make a few bucks on
getting you enrolled then move on to someone else. They
don’t care about you and your success.
Straight talk is being real. It’s coming from integrity.
You’re giving them a chance to get out of the trap they may
find themselves in. Your giving them a chance for a better lif‐
estyle, to be involved in a great opportunity, to take advantage
of some great products, a chance to fulfill their dreams.
There’s no need to exaggerate what you’re offering, is
there? You are offering a great opportunity without exagger‐
ation. At least you should be. If not it may be time to re‐evalu‐
ate your current business opportunity.
People will always see through the “puff” either now or
later when the opportunity doesn’t produce what you
claimed it would.
Not long ago a man called me. As soon as I answered he
began yelling into the telephone. “Jim, you gotta join this
company! I made $25,000 my first month and I’ll make
$100,000 my second! You can get rich! You’re not going to
believe it! You gotta join today! I’ll do all the work for you! All
you have to do is sign up and give me your list! What do you
think? Are you ready to sign up?”
I finally stopped him and responded. “My first question
is, ‘Who is this?’” He hadn’t taken the time to say, “Hi, Jim.
This is… we’ll call him Bob.” “Secondly,” I said, “I’m not ready
to join anything. You haven’t even told me the name of the
company! Third” I said, “if you made $25,000 your first
month and you’re going to make $100,000 your second
month, there’s a scam going on someplace, because I know
you’re not moving that much product that fast. Fourth,” I
said, “I’m already rich! Why would I need your opportunity?
Fifth, you’re right, I’m not going to believe it. Sixth, I know
you. And you’re not going to do all the work for me. Seventh,
I would never turn over even the name of one of my friends
or acquaintances to you for you to call. And last,” I said, “as far
as signing up, let me save you a lot of time. The answer is NO!
NO, not now, not ever!”
That’s what I mean by someone selling only the sizzle.
That’s the enemy in network marketing! He committed the
“seven deadly sins.” The call wasn’t about me and what I
wanted it was all about him and what he wanted. All he could
see was my list of names and money magically flowing into
his pocket if he could convince me to sign up. He stretched
the truth. He sold out his integrity. You can learn a lot from
these types of people. Watch what they do and then don’t do
it! Use them as a warning of what not to do, of whom not to
follow. His story is now forever recorded in history! Maybe
that was the real purpose of his call.
Survival is like always swimming up stream fighting the
current, fighting the odds of success. The fact is the company
he was promoting only lasted for about ninety days before
they were closed down.
Coming from contribution means riding the horse in the
direction it’s going. It means telling it like it is. It’s called
being real.
Don’t debate with your prospect about your opportunity
or get on the defensive.
Remember that you have the opportunity. It should be
treated like an interview. Just remember that you are a “story
teller” not a “poll taker” You’re not looking for opinions
about your opportunity or votes as to whether it’s a winner
or not. You’re looking for someone with interest! You’re
looking for serious people with a desire to improve their cur‐
rent circumstances. That’s what you want not opinions!
You don’t want anyone who doesn’t have a desire to

improve themselves, do you? Why would you? Might as well
interview them to find out right up front so you don’t waste a
lot of time, don’t you think?
Avoid industry “lingo” especially if you’re talking with
someone who’s never been in networking. When you start
talking PV’s, BV’s, GV’s, Upline, Downline, Sponsor, etc., you’ll
more than likely lose your prospect’s attention. This is con‐
fusing language for the first timer.
Remember, “What’s the benefit for them?” That’s all they
want to know.
Here’s a good rule in sponsoring, “If it’s not necessary to
say, then it’s necessary not to say.” In other words, if it
doesn’t benefit them don’t say it.
If you speak the language of your prospect, in other
words how they will benefit, you’ll add distributors. If you
speak the language of network marketing pretty soon you’ll
be speaking to yourself.
Talking too much gets you into too many details. The
details should be reserved for training after they get involved,
not before. Why would you want to train or spend time edu‐
cating your prospect before they commit to getting involved?
That seems totally backwards to me, doesn’t it to you?
Remember your prospect is not so much concerned
about how the business works at this point but rather if it
will work. And even more importantly, will it work for them!
They want to know how being involved will benefit them.
Success in sponsoring will ultimately depend on your
ability to be understood in the clearest least threatening
method possible. And the number one key is to learn to
speak your prospect’s language. And their language is…what
do you think? “What will your opportunity do for me if I get
involved?” That’s the only language that’s important to your
prospect.
Keep this in mind. Your prospect wants to have the fol‐
lowing questions satisfied before they’ll make a decision to
get involved. You’ll want to learn to satisfy these questions
within your presentation.
Do the products really work? You’ll satisfy this question
with testimonials, yours and others. Have them listen to one
of your company’s promotional CD’s that may contain testi‐
monials. Have them listen in on a conference call or attend a
group meeting.
Is the opportunity real? Again, you satisfy this with testi‐
monials, yours and others. Set up a three way call with you,
your prospect and your upline or sponsor. Let them hear the
story from a third party.
Who’s involved? You’ll want to talk about whom else is
involved that they can relate to. If you are in a group meeting
introduce them to others.
Does the business really work? Again use testimonials,
yours and others. A conference call or a three‐way call is a
great way to let them hear from others.
What training do I need? It’s simple. I’ll show you how.
Explain the company training program and how it will bene‐
fit them.
Can I do it? If I can do it you can do it. We’ll work together.
My objective is to help you become successful. In fact the
company pays me very well to work with you and help you
become successful.
Will you help me? They want to know if you will be there
for them if they need help. Let them know that your success
is determined by their success.
How far can I go? What’s the potential? Can I accomplish
all I want with your company?
• Sponsoring is like fishing. There’s nothing better than
a wellplaced lure.
• Look for people who are interested in going in the
direction you’re going.
• There are four steps to sponsoring. How to get your
prospect to “Look,” “Listen,” “Join,” and “Succeed.
• Sell the “Sizzle” and the “Steak.”
• Always anticipate a positive outcome.
• Review your results each day and “celebrate” what
worked and “fix” what didn’t.
• Tell it like it is.
• Avoid the “seven deadly sins.”
***
191
Chapter XIII
Seven Steps to
Sponsoring Winners
“It takes courage to look at what happened to us in the past
and choose to no longer react to the pain. Observe this
moment because you are creating your future.”
Jim Britt
There are seven steps to effective sponsoring. I’ll go over
them quickly and then come back and cover each one in
more detail.
1. Attention. You have to gain your prospect’s attention
in order to get them to look and listen.
2. Qualifying. Do they have a desire? Are they coach‐
able? Do you want to work with them? How will your
opportunity benefit them?
3. Information. What is it? What are you selling? This
is where you share the basics.
4. Remove their doubt. In other words, overcome their
objections in advance.
5. Create a desire to know more. One that offers spe‐
cific benefit to them.
6. A call to action. Giving them a reason to do it now.
7. Followup and support. Implementing a plan to get
them to join and succeed.
Now let’s go through these one at a time.
Attention. How do you get your prospect’s attention?
You wouldn’t propose marriage on the first date, would you?
Let’s say that I am a single guy and I notice a great looking
woman sitting across the room. I walk over to her and say,
“Hey babe would you like to get married?” How do you think
that approach would work for me? Not well I’m sure. It
would probably take a time or two to develop the relation‐
ship, wouldn’t you agree? However you can certainly gain
their interest on the first meeting.
The best way I’ve found is to develop some “Trigger”
statements and questions that gets their interest, such as:
• “I just discovered a way to earn serious money part
time and I love what I do.”
• “I just became involved with a business that is really
expanding and they need more help.”
• “I’m in the business of helping others develop a sec‐
ond income.”
• “If you’re tired of the routine you’re in, let me tell you
how I discovered how to make a change, enjoy my life
more and make more money too.”
• “If I could show you a way to increase your income by
several thousand per month within the next 12
months would you be interested in learning more?”
• “I show people how to turn their monthly bills into
monthly income.”
• Here’s some trigger statements you might use for pro‐
fessional prospects.
• “I’ve recently become involved with some business
and professional people in a group called (your com‐
pany). Have you heard of them?”
• “What are you doing to diversify these days?”
• “I help people develop alternative incomes with high
tax advantages.”
• “I help people increase their income.”
How? Well that depends on the person’s background and
interests. Would you be interested in increasing your
income?”
The very first step is to just start a conversation. Maybe
it’s someone you meet in a restaurant, on an airplane, at the
checkout stand, etc.
The main thing you are attempting to do with a trigger
question or statement is to gain their attention and engage
them in further conversation. In fact let me give you the best
statement of all. I’ve given it to you already but it’s well worth
mentioning again. It works every time! “Hi.” That’s it. That’s
a trigger statement that works every time. That will start
always conversation. The main thing you want to do is to
start a conversation.
Qualifying. The next step is to qualify your prospect in
two specific areas:
First, are they someone with whom you are willing to
invest your time and efforts to build a business?
Second, you’ll want to discover what their specific desires
are and how your opportunity will benefit them. Both can be
done effectively by asking questions such as:
• “What sort of work do you do?”
• “How long have you been in that field?”
• “Do you like what you do?”
• “What kind of hours do you work every week?”
• “Do you have a family?”
• “If you could do something else what would it be?”
• “Does your job pay you any sort of residual income?”
Even if you know the person and their circumstances,
even if you know what their answer is going to be you’ll still
want to qualify them. You could ask some of the following
questions:
• “Are you making the kind of money you would like to
make or that you believe you are worth?”
• “Would you consider changing jobs if a better oppor‐
tunity came along?”
• “Do you find that you don’t have the time to spend
with your family that you would like?”
• “If you could live anywhere you wanted where would
you live? What’s stopping you from doing so?”
Begin to use your imagination with your questions. It can
be fun and can really pay off for both you and your prospect.
Remember you are simply gathering information. Just
like you would do on a first date, you are qualifying. What are
their interests, desires, likes, dislikes, beliefs, goals, dreams,
etc.? Remember the teeter‐totter? You are gathering stones.
If your questions show a sincere interest in the person
they can create a desire for him or her to want to achieve
more in life.
What your questions can do is make them more aware of
their present position as compared to their real potential.
Questions will also give you the vital information necessary
to tailor your presentation to their specific desires.
Without asking questions it becomes virtually impossi‐
ble to make an effective presentation at all. Because without
questions you won’t know how to tailor your presentations
to support your prospect’s needs. In other words, without
questions you can’t show a specific benefit. Without asking
questions to gather pertinent information, sponsoring
becomes just a “shot in the dark.”
When qualifying, the best prospects are those with a con‐
fident outlook on life, who want to have a conversation—
those who give you positive answers and are enthusiastic.
Information. Logic is the third step in sponsoring. This
is the information step. The head stuff. Most of the logic that
is necessary at this point can be given to them through let‐
ting them preview a promotional CD, through viewing your
replicating website or listening in on a conference call, etc.
The amount of logic may vary depending on the nature of
your product.
Remember, first with the head and then with the heart.
In other words give them enough facts so that the opportu‐
nity makes sense then get to the heart of the matter. Hit them
where they live. Where’s that? In their emotions! People
make decisions based on emotions. And that is? What the
opportunity will do for them!
If they see the dream they will pay the price. If they see
the dream they will join.
Too many facts will lose their interest. Presenting too
many facts will create more and more questions which will
take them out of their emotions where they make decisions
and into their head where they analyze everything. Most
questions should be handled after they get started as part of
their training.
People will buy or join your team because of how they
feel not because they know every detail. Sell the dream not
the product or the plan. They can learn the details about
those things in the training you’ll be giving them later. Trying
to educate too soon is a huge mistake people make in this
business. If you begin the educational process too soon you’ll
give them a thousand reasons to say “no.”
Present only the facts that are relevant. How many facts
do you cover? Enough so that it makes sense and no more.
Here’s a good example. I remember years ago I was get‐
ting my car serviced at a Porsche‐Audi dealership. I was driv‐
ing an Audi that was about six months old. My brother‐in‐
law worked there. In fact he was rated the number one Por‐
sche salesman in the country at the time.
I was waiting in the showroom and talking with him
when I noticed this new totally tricked out Porsche on the
showroom floor. I said to him, “What a neat looking car.” He
knew right away he had my attention.
He walked over, opened the door, climbed in and turned
on the stereo. Then he said, “Climb inside and listen to this
sound system.” He knew I loved a great stereo in my car. This
one had seven speakers and a lot of options. He now has my
interest.
I got in sat down and closed to door. He then motioned
for me to roll down the window. When I did, he backed off a
little and said, “Wow, you look good in that baby, let’s take it
for a spin.” And before I knew what was happening we were
rolling out the showroom door and I was driving a new Por‐
sche down the freeway.
He knew I liked a car with power. So, he said, “Punch it
and see what it’ll do.” I did. “Wow!” I said, “This is great! Is
this street legal?”
Long story short I never got my Audi out of the service
department and I was driving home in a brand new Porsche!
He didn’t explain all the logic. He didn’t train me. He didn’t
explain all the moving parts in the left front wheel. He didn’t
tell me what the gas mileage was. He didn’t mention the high
maintenance. All he mentioned was first, the stereo. Second
was that I looked good in it. And third, the performance.
Guess that’s all I needed. It was definitely an emotional buy.
Then when I got home my wife asked if the Porsche was
a loaner car. “Not exactly” I said. Now I had to make another
emotional sale. “Get in honey and listen to this stereo!”
Think about something you recently purchased that you
really wanted, maybe a new car a new outfit or a vacation.
Did you get all the details? Did you even care about the
details? There’s thousands of moving parts in a car. Did you
want to know every one of them before you purchased? No
of course not.
You wanted to know the color, the price range, how it
drove and you wanted look and feel good in it, didn’t you?
When you slipped into that new outfit all you wanted to
know is that you looked good in it, and maybe, maybe, that it
was within your budget!
You might think that buying something like a computer
or software would be a logical decision, wouldn’t you? Not
even close. I have all kinds of software I’ve purchased and a
year later I still don’t know how to use it. Now how logical is
that?
Adobe® Photoshop® is a good example. All I saw was all
the beautiful graphics I was going to create. I still don’t know
how to use it even though I paid several hundred dollars for
it. How logical is that?
Remember, facts tell and emotions sell. Sell the dream not
the details. Sell the benefits. If they see the dream they will
pay the price.
Even when explaining logic make it as emotional as pos‐
sible. In other words, if you are going to explain something
about some logical aspect of your business, get excited! Sell
the benefit! Show them how that feature will help them to
achieve their goals or make their life better in some way.
Remove the doubt. Removing the doubt is the fourth
step in your sponsoring presentation. I call it “overcoming
objections in advance.”
In this step you will want to attempt to bring out the nor‐
mal hesitations that people may have in advance. In other
words bring out the most common objections and handle
them before they come up.
Here are a couple of the basic objections you might get.
“I don’t know if I can do this. I’m not a salesperson.”
So to overcome this one in advance in the course of your
presentation it might go something like this:
“You know John, when I looked at the opportunity for the
first time I thought it was selling…or, when others I’ve intro‐
duced first look at the opportunity they often think that it is
selling. (Me too! is what they’re thinking) I suppose in a way
it is, but I (or they) found it to be more like recommending a
good book, a restaurant, or a great movie.
When you read a good book that you enjoy or benefit
from and you want your friends to experience what you
experienced. You’ve done that before, haven’t you?
Really all you do is share your enthusiasm about the
products and/or opportunity, and then teach others to do the
same. That’s why it’s called net‐working. Everybody already
does it.”
“I don’t know if I have the time to work the business.”
What they are really asking is “How much of my time is
required or is it worth me investing my time?” So before the
objection arises, if you know that time constraints could be
an issue you could say something like this:
“John, I know that you’re really busy and don’t have a lot
of extra time and that’s why I thought you would be inter‐
ested in this opportunity.
What I’ve discovered is that working the business
doesn’t require a lot of my time, only consistency. All it takes
is making 1‐2 contacts every day and then after a while your
organization begins to grow. You’ll soon have a lot of other
people working for you and you’ll be realizing a substantial
income. And at that point, maybe you can relax and give up
some of the other things that require your time. You can
then spend more time with the family. And keep in mind the
company pays me very well to help you. I’ll be helping you so
it won’t require a lot of your time.”
Stop and think about who you are about to make a pre‐
sentation to. Ask yourself what objections, concerns or hesi‐
tations they may have that you’ll need to handle in advance.
The more doubt you can remove in advance the less you will
have to deal with later.
Create a desire to know more. Creating desire is the
fifth step in your sponsoring presentation. It’s what I call
“Painting a picture of the future and placing them in it.” You
want your prospect to see himself living the results of the
opportunity at some point in the future. In other words it’s
bringing the future to the present in the mind of your pros‐
pect. It’s called selling the dream.
Here are some key points for painting effective pictures:
Constantly remind yourself of what your prospect needs,
wants and desires.
Constantly remind the prospect of the benefits they’ll
receive as a result of being involved with your opportunity.
Develop the art of painting word pictures using the bene‐
fits your prospect can expect from being involved. And be
sure you are creating a benefit for them, based upon what
you know they desire.
Gathering stories and testimonials is another way.
There’s nothing more effective than the art of a well‐placed
(lure) story or sharing a timely testimonial. Here’s a word of
caution about using other’s testimonials. Use only those that
you have heard first hand or that you know to be true. You
don’t want to be telling an untrue story. Become a gatherer of
stories. Keep them in a journal and read them often until you
know them.
When painting pictures always use emotional paints.
What are emotional paints? Security, more fun, time free‐
dom, financial freedom, peace of mind, spending time with
the family, vacations are all emotional paints. It’s all the
things they would love to have in their lives. What you are
doing is helping them to see a picture in their mind of the
person they want to become and the life they want to live.
And last, make sure you are painting pictures that are:
• Believable
• True
• Based upon what they want to accomplish in their
life not on what you want them to accomplish.
A call to action. A call to action is the sixth step in your
sponsoring presentation. In other words, “The CLOSE!”
Let’s imagine for a moment that your presentation is on
a football field. Each step in your sponsoring presentation
will advance you down the field a certain number of yards.
0 30 50 60 80 99 GOAL!
Paint
Pictures
Attention Qualify Logic Remove Doubt
CLOSE!
Attention takes you to the 30‐yard line. It’s the most
important step. Without this step you don’t even get on the
playing field.
Qualifying takes you 20 more yards to the 50‐yard line.
This is an important step as well. It lets you find out if you
even want this person on your team. If not you can save
yourself a lot of time and stop the game right then.
Logic takes you only 10 more yards to the 60‐yard line.
Not an important step but you need it just the same. How
much logic do you give them? “ENUFF.” Enough to make
sense but not too much. If you are going to leave any one of
these steps out this is the one.
Removing doubt takes you to the 80‐yard line. You
advance 20 more yards. When you remove their doubt by
overcoming their objections in advance it will help them to
make the right decision without any interference or objec‐
tions.
Painting pictures takes you to the 99‐yard line. This step
is simply helping them to see the person they want to
become and how your opportunity will fulfill that desire.
Now, you only have one more yard to go for the touch‐
down! The “close!” Often times people make the fatal mistake
at this point of taking the ball and running back down the
field instead of completing the final yard for the touch down.
And where do you suppose they run? Where do you think?
To logic! It’s the easiest thing to talk about but absolutely the
least important and the least productive.
This is the exact reason that some have so many people
in a think it over mode. They leave them with all the logic to
think about which creates more questions and more delays!
When you do this they forget about all the benefits! You take
them out of their emotions where decisions are made back
into their head. You then leave them there to think! To think
about what?
If you run back to logic and spend any time there at all
you’ve just cancelled out most of the steps to your whole pre‐
sentation and you’ll have to do it all over again in order to get
them back to the call to action step.
What do you think your chances are of getting another
opportunity to make your full presentation? I’d say slim to
none! And if you do, it just won’t have the same effect.
If someone tries to take you back to logic you simply say
something like this: “That’s a very good question and it’s
something that I will be covering during the training.”
The call to action or close should consist of two steps:
First, let go of your need to control the outcome. Realize
that the more you try to control their decision the less control
you actually have. If you push they will resist. Also, if you
push for a decision it makes you look desperate. An outcome
is simply that, an outcome. If you’ve done your presentation
properly the outcome will happen the way it is supposed to
happen.
If you need more information on how to let go and the
value of doing so I offer a complete 16 CD program called,
“The Power of Letting Go.” It will show you how to let go of
control and actually remain in control. How to let go of past
mistakes, failures, self‐doubt and other limiting beliefs, expe‐
riences and feelings that block your success and happiness.
Second, you’ll want to wrap up your presentation with a
statement that might go something like the following:
“John, before you make any decision about joining my
team I’d like to first summarize by telling you the three
things it takes to be a part of my team as well to be a success
in the business. You’ll need all three in order to succeed here.
If you have these things then we can go to the next step in
the process. Fair enough?” Wait for their response.
“First, it takes a desire. You have to want to be involved in
the business. Desire has to come from inside you. No one
can manufacture or produce it for you. Desire has to come
from you.
I know if I have to convince you to join I’ll also have to
convince you to go to work. And I’m not interested in wasting
your time or mine. So that’s the first thing you will need in
order to be on my team…desire.
Do you have that kind of desire, John?”
Wait for their response.
“The second thing you will need is a willingness to go to
work. It takes work to be a success in the business. There is
no free lunch. If anyone tells you there is don’t believe them.
There may be an easy street but you have to work really hard
to get there just like with any other business.
I can tell you one thing, and this is from experience, John.
If you devote at least a year of effort talking to at least 1‐2
people every day about the opportunity and or products, and
teach those you get involved to do the same. At the end of
one year, or sooner, you’ll be in the position of never having
to work again. But you’ve got to be willing to put forth the
necessary effort to get there. Are you willing to do whatever
it takes within the time you can commit to achieve your
goals?”
Wait for their response.
“And the third thing you will need is a coach who will
help you to develop a workable plan. And that’s where I come
in along with my sponsor and upline. The company pays us
very well to help you, to help you to design an action plan that
will support your desires and willingness to work. They pay
us to work with you, to be your coach, to show you how to
implement your plan.
If you have the desire, the willingness to go to work and
will utilize our coaching, I’ll invest my time to help you to
develop and implement the plan you will need to accomplish
your goals.
What do you say, John? I’d love to work with you and help
you become successful. Do you see yourself as part of my
team?”
By using an approach of this type you’ve not only closed
the sale but you’ve also qualified them and committed them
to go to work.
During the course of your seven‐step presentation you’ll
want to talk about the following components and show the
benefits of each.
You’ll find that a good majority of the following will be
covered on your company website, on the CD’s/DVD’s, con‐
ference calls and other presentation materials.
• The company. Cover briefly the background and his‐
tory of the company and who’s involved as the leader‐
ship team. You can talk about the company’s mission
statement. How they too can make a significant con‐
tribution. Be sure to make it benefit oriented. Talk
about what you saw in the company when you joined.
Explain that the company is their partner in the busi‐
ness and the company’s success is determined by
their success. It’s a win/win situation
• Yourself. Cover briefly your background and why
you got involved. Talk about where you came from
and where you see yourself in the future. Talk briefly
about your compelling “why.” People like to be
involved with others who are going somewhere with
their lives.
• Your products. Spend time telling about the prod‐
ucts, what they do, how they have benefited you and
how they have benefited others. Explain generally
how you feel about the products. What benefit you
saw for yourself and for others. Use some testimoni‐
als, both yours and others.
• The industry. If they are new to the industry explain
the size of the network marketing industry and how
many large companies are moving into word of
mouth marketing. It’s a multi‐billion dollar industry
with over 20 million people involved in the U.S. alone.
Talk about how your products and services are
poised for capturing a major part of the market.
• The training. Go over the business training system
that your company provides for its distributors and
assure them that they will have all the tools neces‐
sary to achieve their goals and dreams.
• The opportunity. Talk about the opportunity avail‐
able to them. Explain to them what you saw and how
they might specifically benefit from being a part of
the team.
Just remember that no one is truly motivated by money
but rather what the money will do for them. They may want
to make a lot of money but you will want to look for the
deeper reason that they want to earn a lot of money. You’ll
want to keep the conversation and your presentation

directed toward how they can benefit by becoming involved
in the opportunity.
Here’s what you want your prospect to be thinking:
• This looks simple.
• I like what I hear.
• I believe it will work.
• I believe I can do it.
The questions you should be asking yourself during your
presentation are:
• Am I making this look simple?
• Do they like what they are hearing?
• Does my prospect believe it will work?
• Do they believe they can do it?
Sponsoring takes practice. If you just talk to one or two
people you can’t get good at it. If you want to get good at it
make a commitment right now to talk to at least 100 people
before you judge the results.
If you talk to 100 people you’ll get good at it and you’ll
get results. The biggest problem is that most people stop
with just a few.
In sponsoring you have to apply the law of averages. At
first you may talk to ten in order to get one involved. Then
after a while you will be sponsoring three out of ten. And
with more experience maybe five out of ten or more.
By developing a ratio, you’ll know exactly what you’ll
have to do to achieve the results you want.
Sponsoring is nothing more than keeping your eyes and
ears open for opportunities to tell your story. Remember that
every story has a beginning, where you’ve been and where
your prospect has been. A middle, where you are now and
where your prospect is now, and an ending, where you are
going and where your prospect is going.
When you enrolled as a distributor with your company,

again, chances are you saw where you had been in your life,
where you were in your life currently and you knew you
wanted to make some changes for your future. You then con‐
nected your company’s opportunity to your vision of where
you wanted your life to be at some point in the future. That is
the reason you joined and that is the reason your prospect
will join as well.
Once again, here’s sponsoring in a nutshell:
• You help people to discover what they’ve been doing
in their past and what hasn’t worked for them.
• You help them to discover where they are now and
the changes that they need to make.
• You help them to create the vision of how they would
like their life to be in the future.
• You connect your opportunity to their vision.
The main difference between success and failure in orga‐
nizational building will be how well you utilize the tools that
you have in your “Toolbox,” how well you follow your strat‐
egy plan and how well you connect your opportunity to their
dreams.
Use Three‐Way Calling
to Get Them Enrolled
The very last component in the sponsoring process and
one of the most critical is getting your prospect truly
enrolled. One of the very best ways of doing so and to get
them started off in the right direction is using 3‐way calling.
Your prospect has already been introduced to your
opportunity but hasn’t made the decision to join or maybe
they have made a decision to join. Either way 3‐way calling is
very effective to get them truly enrolled or to get them to
make a decision.
Three‐way calling is simply this: You and your sponsor
or upline together are going to follow‐up with a call to your
prospect or new distributor. This is one of the most powerful
tools I know of to get your people committed. Here are some
of the benefits of using 3‐way calling.
• It provides third party influence from an outside
voice.
• It teaches the new distributor and your prospect how
to conduct a three‐way call.
• It teaches the new person how to handle objections.
• It creates credibility for the prospect.
• It helps get the prospect through any misconceptions
about the products, opportunity or about network
marketing.
• It provides a third party story and testimonial.
• It explains the products and opportunity from
another viewpoint.
• It can be used to reinforce or stress a point or to han‐
dle an objection.
• Most of all it can be used to bring the prospect to the
point of making a decision, to get them to a point of a
yes or a no or to get them more fully committed.
Three way calling takes practice. You won’t be a pro
overnight but no one will know that except for you. If you
leave something out it doesn’t really matter, just do it over
and over and you’ll get good at it.
It may take some time to develop your story and style.
You’ll learn what to do by listening to your sponsor or upline
on the three way calls they do for you.
Here are some general guidelines for 3‐way calling:
Don’t take an hour on your call. Remember you are train‐
ing your new person as well as their potential new person.
Most people cannot talk for an hour. If you talk for an hour
and they can’t, the duplication stops.
You share with your sponsor prior to the call as much
information about your prospect as possible. If you know
that your prospect is really busy and short of time you need
to let your sponsor know that “time” may be the deciding fac‐
tor.
Coordinate a specific time with your sponsor that the call
will take place. You should get them on the line first. Inform
your sponsor of any details about your prospect that you feel
they need to know in order to make a more effective presen‐
tation. Then call your prospect.
You then introduce the prospect to your sponsor, build up
your sponsor’s background and credibility and ask your
sponsor to answer any questions your prospect may have.
At that point you also tell your sponsor again that your
prospect has some time constraints and is concerned as to
whether he/she would have the time to work the business
effectively.
What you are doing is making an introduction that will
make it easy for your sponsor to talk with your prospect
effectively.
The real way to use 3‐way calling is to use it to get a yes
or a no, not to get them to look and listen, but to get them to a
point of decision and commitment after they have heard the
company story.
You can also use three‐way calling to sell product. You
can get the permission of a satisfied customer or distributor
to use them as a testimony. You then connect your prospect
and satisfied customer on a three‐way and have your cus‐
tomer tell about their experience with the product. Make
sure that you set it up in advance with your customer before
you make the call.
Once you have them into the business the next step we
are going to address is how to get the business into them.
You’ll want to get your new person involved immediately
in all the training programs, both live and recorded, that are
offered through your company. Get them involved immedi‐
ately in everything you possibly can.
Getting them into the business is easy. Getting the busi‐
ness into them will determine their level of success as well as
your level of success as their sponsor.
• If you want to sponsor winners become a winner!
• There are seven steps to sponsoring: Attention, Quali
fying, Logic, Removing Doubt, Creating Desire, Call to
Action, Followup
• Sponsoring is: You help people to discover what
they’ve been doing in their past and what hasn’t
worked for them. You help them to discover where
they are now and the changes that they need to make.
You help them to create the vision of how they would
like their life to be in the future. You connect your
opportunity to their vision.
211
Chapter XIV
Handling Questions,
Objections and
Misunderstandings
“See nonproductive thoughts as a mental alarm clock. As one
occurs simply stop and observe it with silent strength. Con
sciously detach from that thought and determine the outcome
if you procede. The next action you take is a ‘Seed’ momnent.”
Jim Britt
Sometimes new Distributors hesitate following up for a

decision because they fear getting questions or objections
they can’t handle. This should be nothing to fear. Questions
or objections present the best opportunity for you to directly
address what the prospect wants to know prior to making a
decision. It is your chance to clear up any misconceptions
about the products or opportunity. Look at it this way. When
you handle an objection what you are doing is replacing
doubt with confidence as well as assisting them in making
the right decision.
Here are some simple hints when responding to your
prospect’s objections:
Listen carefully to your prospect’s objection or question
without interruption. Do not assume you know how they
feel or what they are going to say. Hear them out completely
before responding. The listening part is much harder than
the talking part for most of us but it is well worth the disci‐
plined effort.
Be patient. Most often the first objection is not what their
decision will be based upon. There is normally an underlying
concern in which you may need to interpret and respond. If
you are not patient you’ll never get to the real issue. Con‐
tinue to ask questions until you clearly identify the underly‐
ing concern.
Never argue with your prospect concerning your prod‐
uct or business opportunity.
Be appreciative of their opinion. Listen for what they
may be misunderstanding or their particular perspective.
Rephrase their question back to them for clarification
before you respond. Example: “So what you are saying John,
is that the nutrition business (or whatever) is outside your
area of expertise. Is that correct?”
“Yes”
“So what you’re saying is that if you had more experi‐
ence in nutrition you would get involved?”
“Yes.”
Now you know clearly what you are dealing with. And of
course we all know that you don’t have to be a product
expert to work your business.
Handling Questions, Objections and Misunderstandings 213
Respond to his/her objection using this proven tech‐

nique‐‐‐FEEL, FELT, FOUND. This method allows you to
agree or state a strong appreciation for how they FEEL. It
acknowledges their feelings as normal and takes them off
the defensive and they are immediately more receptive to
your response.
You can share how you personally FELT when you first
looked at the opportunity or how one of your Distributors
felt. This creates a trust or strengthening of your agreement.
Now they will be more receptive to what you actually
FOUND to be true through your experience.
Here’s an example of how it works “I can understand how
you feel John, I felt the same way myself, and what I found
was…:”
If their objection is outside your experience it’s impor‐
tant when using feel, felt, found, to incorporate other people’s
stories (testimonials) and feelings.
You can say, “I can understand how you might feel. I’m
sure others have felt the same way, but once you get
involved, here’s is what you’ll find.”
Confirm that your prospect understands your response.
This is an important step in effective communication. Exam‐
ple, “Do you now see how you could be in the nutrition busi‐
ness and not have to know a lot about it?” Or “Did I answer
all your questions?”
Agreement at this point is essential for a successful con‐
clusion. Once you are in basic agreement you can now wrap
up the transaction. Otherwise patiently review these steps
until all concerns have been answered. Only then is it time to
ask for a decision.
Offering a Choice to Get Involved
Decisions are difficult for some people to make so you
can use a simple yet effective approach to help them over‐
come their own reluctance. Use this at the end of your pre‐
sentation:
“Now that I’ve answered all your questions, there are
two ways to begin with (your company). You could choose to
become a consumer or if you see our exciting business
opportunity you could decide to become a distributor and
receive a substantial discount on your purchases. I’ll become
your personal sponsor and coach to guide your successful
efforts in building your business. The company pays me very
well to work with you.”
A lot of people have a problem when it comes to having
others think that you make money off of them. You don’t
make money off of them but rather the company pays you to
work with them. This holds true no matter what kind of busi‐
ness you work within.
“We’ll start building your business right away so you can
begin enjoying your added earning power. Would you like to
start with the products or begin earning money as a distribu‐
tor, or both?” Then shut up and wait for their response.
Other Common Questions
Q. “Can you tell me more about the opportunity and how
it works?”
A. “I’d like to tell you more but it is really difficult to
explain over the telephone. You need to see some printed
material, go to the web site, listen in on a conference call, etc.,
or it won’t make much sense. We only need about twenty
minutes of your time to get all the facts and the answers to all
your questions. When could be a good time for you?” You
could also send them a CD/DVD for their review.
Q. Can’t you give more details now?
A.“I really don’t have the time right now and I don’t want
to understate the possibilities by giving you only half the
story. The fairest thing to do is have you preview our com‐
pany CD/DVD so that you can get all the information. Or, if
you’d like I’ll drop one by for you today.”
You are not trying to be elusive. They just need to hear
the whole story not bits and pieces of half information. Better
than a poor presentation is no presentation.
Q. “Is this sales?”
A. “There is a modest amount of selling involved. But it
mainly requires working with people, teaching, supervising
and developing their skills. If you would like to help others
become successful and get paid for it, I think you’ll really be
excited when you hear the details. When is the first time we
could get together? Or, could I send you a package for
review? Or, could you take some time right now and take a
look at my web site? I think you’re going to love this.”
Q. “Is this multi‐level marketing?”
A. “The company uses a system of person‐to‐person
marketing—a very successful compensation plan used by
thousands of successful companies including many Fortune
500 companies. Some of the richest people in the world
either own are involved in a network marketing company…
people like Warren Buffet and Donald Trump.
I’m sure that you’ll agree that the most important thing
is that the company and the program can help you achieve
your financial goals, isn’t that true?”
“Yes.”
“When could we get together for about an hour?” Or, “I’m
going to send you some material to preview. When would
you have the time to look it over? Great, I’ll get back with you
after you’ve had the opportunity to preview everything then
we’ll get any other questions answered.”
When inviting someone to LOOK at your opportunity, the
words you use are not that important. Design your own invi‐
tation, use one of the samples, or get with your sponsor to
help you. You will find that you will be using different meth‐
ods for different people. Just remember to be enthusiastic,
sincere and to the point. What you say is 10% of your pre‐
sentation, how you say it is 10% and how you feel about
what you are saying is 80%.
And don’t forget, you are the one with the opportunity.
You are selecting them to be a part of your team. You have
selected them as someone you will help to become success‐
ful.
Offer them something of value. And finding out as much
about your prospect as possible prior to your call would be
very helpful. In general people value their health, time free‐
dom, financial security and an opportunity that offers them a
chance to have all three. They want to make informed deci‐
sions and they want to receive value for their time, money
and effort.
Again, remember, There is something you could say to
get every person involved with your products or opportunity.
And, there is one question you could ask every individual to
help them to discover their benefit for becoming involved.
The One‐On‐One Meeting
The one‐on‐one meeting is a useful means of sponsoring
and introducing the product and opportunity. It can be used
successfully with every prospect and it works well when
meeting those whom you haven’t had previous contact as

with a newspaper ad or a referral.
The one‐on‐one meeting allows you to further qualify a
prospect and to provide more personal attention. This meet‐
ing should be conducted either in your own office, at the
prospect’s home or office, in a restaurant or a hotel lobby. If
the prospect is not acquainted with you he or she may hesi‐
tate to meet in your home.
In order to conduct a good productive meeting it’s impor‐
tant to look and act professional. Have any notes you previ‐
ously made on this person with you and review them before
the meeting begins. If you have any further questions about
the prospect’s background, ask them. Personal questions
about goals and interests are a good way to break the ice.
Most people love talking about themselves. It will also give
you information on how to create additional benefit for them
to become involved. You are also qualifying them as member
of your team.
After giving the prospect a short time to tell you about
him or herself turn the conversation to the subject that you
are meeting to discuss. Explain of products. Point out the
important role that the products play in the opportunity.
Explain the tremendous opportunity for financial indepen‐
dence that your company offers people who have the desire
to work hard. Tell how your company offers people the free‐
dom to be in control of how much money they can earn. Once
again, remember to punctuate your presentation with ques‐
tions that will invite “Yes” answers. For instance, “Does this
kind of financial independence sound like the kind of oppor‐
tunity you would be interested in?”
You can also go into the compensation plan and how it
can be utilized to meet their individual desires. However, I
wouldn’t spend a lot of time explaining the details of the plan
at this point. Basically you will just want to go into the multi‐
ple ways to make money within the plan. For example,
explain how they can earn money retailing, wholesale,
through leadership bonuses, overrides, generation bonuses,
profit sharing, but not the details of how each work. They
won’t get it and it will be confusing.
If you have presented your products and opportunity and
developed your prospect’s enthusiasm for owning their own
business, becoming healthy, using your service etc., and
achieving their dreams, you should have no trouble getting
them involved.
• Handle objections in advance or when they come up
• Listen carefully to every objection and look for the
deeper meaning
• Objections are a good thing. Do not look at it as a
problem
• Be patient
• Never argue
• Offer your prospect a choice to get involved
219
Chapter XV
The First 72 Hours
“Whether you see your life as a hardship or an opportunity
depends on your view not your circumstances. And the limit of
your view is not the limit of your capacity to create.”
Jim Britt
We’ve discussed how to get people to look, to listen and to
join. Now let’s focus on how to get them to succeed.
Recruiting is defined as “To get, as in the army.”
Sponsoring, on the other hand, is defined as “Looking out
for another person’s interest or well being.”
Getting people in the business is easy. Recruiting is easy.
And recruiting is okay. But if you are going to recruit some‐
one you’ll want to make sure that you also sponsor them as
well.
If you recruit but don’t sponsor your new distributor will
drift along for a few days, their enthusiasm will drop and
pretty soon you’ll wonder where they went. You’ll be saying,
“They had such good intention. They were so excited about
the business. I don’t understand. Where did they go?”
Without sponsoring and looking out for their interest, by
showing them what to do to get started, it will soon lead to
doubt and uncertainty about why they joined in the first
place.
Here’s the most important thing to remember when
sponsoring a new person.
“The initial success of your new distributor is your
responsibility, not theirs.” Not long term but initial success.
Their initial success will be what determines their longevity
as a productive team member.
More times than not when a person doesn’t succeed ini‐
tially it simply means that they were not “sponsored,” they
were just “recruited.” Someone “got” them but didn’t look out
for their well being.
Sponsoring is like teaching a new baby the skill of walk‐
ing. How long would you give your average baby to learn to
walk? 10‐12 months? No. You would give them until,
wouldn’t you? That’s why everyone walks.
A new person in the business is just like a baby who
doesn’t know how to take their first step. And just like a baby
learning to walk you know they will fall initially. And you
have to be there to encourage them when they do.
What happens with new babies? They take their first
step and they usually fall, don’t they? You don’t say “Stupid
baby! Give me another one! You’re no good to me!” You
wouldn’t do that would you? No. Of course you wouldn’t. You
encourage them don’t you? You pick them up and encourage
them to try again. You work with them “until.”
Recruiting is easy. Getting people is easy. Sponsoring can
be even easier and it’s certainly a lot more profitable to you
and your new distributor. Your company pays you to sponsor
not just to recruit.
When you start your new distributor, the first thing you’ll
want to do is to determine their level of seriousness. You can
do this in three simple ways:
First, you judge by their level of intention. In other words
what they say they are going to do.
Secondly, you judge by their level of activity. What they
actually do. If either of these things is missing, intention or
activity, they may either need help clarifying what they want
to accomplish or they may need some training on what to do
first.
The first 72 hours is the most critical time spent with
your new distributor. It insures duplication and it can deter‐
mine their initial success in the business. Without initial
success you can rest assured that they won’t have lasting
success. And without duplication you won’t stay for very
long either.
Third, you judge by the actual results they produce. Again,
your greatest challenge will be to get your new person to
step out of their comfort zone and get started. You will have
to nudge them along until they see that the business is work‐
ing and they develop some confidence that they can work the
business effectively.
Here are some things you’ll want to do with your new
distributor within the first 72 hours:
1. Make sure they are committed to attend the live
upcoming business training programs and listen to all
the training CD’s, etc.
2. Get them applying the Six Daily Actions. Explain to
them how they works and why they are important.
Once again, they are:
‐ Use and share your products. Get them using
the products right away. Take them to the web site.
Explain the products and get them into their
hands right away.
‐ Share the opportunity. Have them make a list of
their first 10 people they plan to contact.
‐ Followup. Help them to develop a follow‐up plan
to work with those they sponsor.
‐ Build a team. Explain the importance of build a
team and show them how to develop their own.
‐ Develop selfsustaining leaders. Help them to
identify potential leaders from their prospect list.
‐ Selfmanagement. Help them start on a plan and
explain that self‐management is the process of
making sure they stick to their plan.
Be sure that they fully understand the value of apply‐
ing these six daily actions and how they support the
success of their business.
3. Get them started on a plan to earn a check and show
them what to do first. Help them to get their first few
customers or distributors within the first day or two.
4. Help them to enroll their first three team members.
5. Show them how to advance to the next position and
commit them to getting there by a certain date.
6. Set an appointment with them for an in depth plan‐
ning session.
7. Have them read all the company printed material, go
to the web site and make a list of questions they need
answered prior to your planning session. Why?
Unanswered questions create doubt and doubt cre‐
ates uncertainty, which leads to lack of clarity and lack
of enthusiasm, which will eventually lead to lack of
activity, which will eventually lead to just plain “lack.”
8. Get them started listening to any training tapes avail‐
able. Start them reading this book right away.
9. When you get together for a planning session go over
the following:
‐ Get all their questions answered. Remember,
doubt or unanswered questions immobilize.
Determine what they want to accomplish with
their business. Find out their compelling why.
‐ They want a lot of money. Why?
‐ They want residual income. Why?
‐ They want certain things. Why do they want
them?
Get to the “Essence” of their goals. In other words get to
how they “Feel” about what they want.
Remember this. Their goals are your tools to help them
get what they want. To put it another way: Their goals are
your tools to help you get what you want.
Without accurately defining their goals you won’t know
where they want to go or how to help them get there. You’ll
have no way of inspiring them.
Determine their personal, financial and business goals
for the first 3‐6 months. Establish a few longer term goals as
well.
Establish their goal for advancing in the compensation
plan.
Determine when they plan to reach each level in the plan.
Determine their time commitment each week to the busi‐
ness. Make sure that their time commitment will support
their income goals.
Get them scheduled for the first available live corporate
training.
Get them to invest in CD’s/DVD’s or promotional packets
and commit them to hand them out to their ten closest
friends.
Help them to put together a calendar of events and com‐
mit them to the ones they will be utilizing. Show them how
to get maximum benefit by having new people at each event.
Help them to determine their first week activity plan, and
commit them to their plan. Tell them you are going to assist
them in making that happen.
If they are new to the business, explain the duplication
process and how they will benefit.
Determine how many contacts they plan to make in a
given period of time and help them place their order for the
supplies they will need to do so.
How many people are they going to talk to about their
products and opportunity?
Review all the materials and show them what each is
used for.
Make sure they review the web site and know how to
order or sign up new people.
Make sure that they are having a positive experience
using the products and answer any questions.
Commit them to, or assist them in sending out the first
ten promotional packs to their potential leaders.
Set a time for helping them follow‐up with their potential
leaders using 3‐way calling.
How much time do you spend with a new person? The
answer is whatever it takes! You’ll want to “Anchor” that per‐
son into the business before moving to the next.
You anchor them with:
• Their goals and their compelling why, with their
activity plan, with their commitment to you and to
achieving their goals.
• By helping and encouraging them to fill the pipeline
with information flowing to their prospects and by
following‐up to make sure they are doing so.
• By helping them follow up using three‐way calling
with their prospects.
• And last but most important, with their initial suc‐
cess. Help to get them some customers and to spon‐
sor their first three or so people. You can assist them
but a word of caution, don’t do it for them.
The end result that you’ll want to accomplish is duplica‐
tion. If you sponsor someone and they can’t or don’t sponsor
someone the process stops. If you sponsor and train some‐
one but they can’t sponsor and train, the process also stops!
To truly duplicate you must:
• Tell. First you tell them how to work the business.
Getting them involved in all the training and the Six
daily Actions will be one of the most beneficial things
you can do.
• Show. Next you show them how to do it by helping
them fill the pipeline with information flowing to new
prospects and assist them with follow‐up and 3‐way
calling.
• Try. You have them try it while you observe closely
what they are doing and help them to make correc‐
tions as needed.
• Followup. You follow‐up daily to see how they are
doing and in what area they may need your help.
• Do. Let them do it. You will still need to maintain con‐
tact and work with them until they are totally self‐
sustaining.
• If you “Recruit” make sure that you also “Sponsor.”
• Sponsoring is defined as “Looking out for the other
person’s interest and well being.”
• The “initial” success of your new distributor is your
responsibility, not theirs.
• Help your team members to discover their “Compel
ling why.”
• To get a new distributor started you: Tell, Show, Try,
Followup and Do.
227
Chapter XVI
Follow‐up, Support
and Nurturing
“We will always suffer unconsciously what we do not face con
sciously.”
Jim Britt
Now, let’s talk about follow up, support and nurturing.
If there was only one thing you could gain from this book
this would be the most important.
It’s the process of following up with those you enroll into
your business.
Your commitment to render professional support and to
nurture each individual within your group toward success
will be the single most important ingredient in producing
successful distributors who will in turn produce successful
distributors.
When a new distributor has initial success, will they

remain with the company over the long haul? You bet they
will!
Will they want to talk to their friends about the opportu‐
nity? There is no doubt about it!
Will they duplicate the same process with those they
enroll? You can count on it!
Follow‐up, support and careful nurturing are the founda‐
tion to building a successful network marketing business.
As you know when I first began in network marketing
my first year I didn’t do so well. But when my sponsor’s
sponsor took over and started working with me positive
things started to happen, and in a big way.
I discovered after some reflection that he used what I call
a six‐point follow‐up system when working with me. I don’t
think he knew that it was a six point system. It just came nat‐
ural to him. But what I can tell you is that I’ve used it in build‐
ing several organizations with great success. It’s a follow‐up
system, like the Six Daily Actions that never fail. I call it the
Six “P” Follow‐up system.
Plan. The very first thing he did with me was to sit down
with my wife and me and clarify what we wanted to accom‐
plish in the business, and more importantly why we wanted
it. Then he helped us to cerate a realistic plan to reach our
goals.
Production. He would call me daily and ask, “How did it
go today?” He never asked, “How much production did you
do today?” It was always, “How did it go today?” I would
respond with something like, “I talked with three people
today about the business.” He would say, “Tell me about it.” I
would say, “Well I spoke with Mary, John and Bill.” He would
say, “Tell me about Mary.” I would say, “Mary is coming to the
Follow‐up, Support and Nurturing 229
meeting tonight.” “Great!” he would say, “Tell me about Bill,”
and so on.
Progress. The next day he would call me and say, “How
did it go today?”(production) I would tell him what I did, who
I spoke with, etc. Then he would say, “What happened with
Mary at the meeting last night?” (progress) Initially I might
say something like, “Mary was really excited and I think she’s
going to get started. I’m going to call her Friday to set an
appointment for next week to get her decision.”
He would respond with, “Hold it, hold it! You are going to
call her Friday to set an appointment to get a decision?” He
would say, “That’s making an appointment to make an
appointment. Why didn’t you just make the appointment? Or
even better yet, why not just get a decision?”
After a few of those conversations I learned to just make
the appointment. Then after awhile I learned to just get the
decision.
Every time I told him that I was going to do something he
followed up to find out how I did or to make sure I did it. It
got to the point that because I knew he was going to follow
up I knew I had to do what I committed to do, and with the
best of my ability.
Problems. The next point was that during every call he
would ask, “How can I help you? Do you have anyone you
would like me to call?” We didn’t have three‐way calling back
then. In fact we didn’t even have answering machines if you
can believe that!
He never asked me if I had any problems. Instead he
approached problems in a more constructive way by asking,
“How can I help you?” He knew, and you should as well, that
if a new person has a problem they are out of business,
immobilized, until it gets handled. He wanted problems out of
my mind as soon as possible.
Paint Pictures. He knew more about my goals and

dreams than I did. He knew we wanted a new home so he
showed up the one Sunday afternoon to take my wife and me
out to visit model homes. Once he knew which one we
wanted he would use that to paint a picture in my mind of
having that home. He knew, like I said earlier, that my goals
were his tools to help him and me get what we both wanted.
He painted a picture of the future and mentally put me in
that picture. He was helping me to see my goals as believable
and attainable, to see, touch and feel them. He made them
real.
If you don’t take the time to sit down with your new per‐
son and clarify their compelling “why” you have no picture
to paint. It’s just a wild guess. And when people guess they
usually focus on money which is not what people want. They
want what the money will do for them.
Point of No Return. When I earned my first $2,500
month he had me locked into the business. At that point I
knew the business was going to work and that I could never,
nor would I ever want to turn back or quit.
Everyone has a point of no return. Maybe it’s $300, $400,
$800, $2,000, $5,000, or $20,000 per month. I don’t know
your point of no return. Only you can decide that. But what I
do know is that there is a level of success or a size of a check
that would make you sit up and take notice and say,
This is it!”
I remember once a few years ago I signed up in a com‐
pany just for the purpose of buying their products at a dis‐
count which I often do. I didn’t have a clue how their plan
worked nor did I care. I remember telling someone else
about the product and giving her the name of the company.
That’s all I did.
About three months later I received a check for about

$35.00. I thought they had made a mistake so I was going to
call the company to tell them I would send the check back. By
the time I got around to calling however, I had received
another check for about twice that amount.
This happened three times before I finally called the
company. They informed me that I had an organization that
totaled about fifteen people. I discovered that the person I
referred had given them my name as the referring distribu‐
tor. My point is this: When I received those three checks and
realized that I had earned it by referring only one person, I
had to stop and consider what I could do if I referred 20 or
50?
If the check had been $1,000 who knows, I might have
built a business with that company.
Everyone has that point in the business where they
know the business is real and it is working for them. That’s
why it’s important to help your new distributor with their
initial success in the business. Help them get a check or two.
And that “Point of no return” is maybe much lower that you
might think for most. Would you quit if you were receiving a
$500 check in the mail every month? You just might con‐
sider working a little harder to make it even larger?
More on Follow‐Up
Here are some additional ideas you can talk about during
your initial follow‐up calls with your new distributors.
• How are they doing with products, services and
related results?
• Are they involved in the corporate training?
• Are they collecting or developing product and oppor‐
tunity related stories?
• Are they following their daily activity plan?
• Are they following up with their customers and get‐
ting their feedback and asking for referrals?
• Can you assist them with 3‐way calling?
• How many contacts have they made on their list in the
last few days?
• How many contacts have they made today?
• How many do they plan to contact tomorrow?
• Have they enrolled any new people? If so, get their
names and contact information. Call their new people
and/or send them a welcome note and ask them if
you could assist them in getting started.
• Have they scheduled a planning session with their
new person to get them started?
• Are they following the Six Daily Actions?
You may be able to measure your success in the business
in many different ways. But the only accurate method I know
of is by quantifying how many of those in your organization
actually become a success.
With effective follow‐up and support for those you spon‐
sor you will give them and yourself the best possible chance
of succeeding.
Here are two very important words that you’ll want to
remember if you want to maximize your success in the busi‐
ness. “What’s next?” If you sponsor someone into the busi‐
ness, “What’s next” with that person? If you meet someone
new and exchange business cards, “What’s next?” If you sell
a product to a new customer, “What’s next?” With everything
you do you should ask yourself, “What’s next?” It’s called fol‐
low‐up, support and nurturing.
If you enroll new people into your business and help
them to accomplish their goals:
• Your income will increase.
• Your opportunities for personal and professional
growth will be enhanced.
• Your contribution to others will grow.
• Your standard of living will improve.
• Your freedom of choice will expand.
• Apply the six “P” followup system that never fails.
• You measure your success by the number of people in
your organization that become a success.
• Always ask yourself “What’s next?”
***
235
Chapter XVII
The Making of a Leader
“True leadership is the art of inspiring others to action
through one’s own exemplary behavior”
Jim Britt
Leadership is defined as “Having the courage to be first.”
Courage is defined as “Having strength of heart.”
Real leadership is action not a position you attain.
Leaders make a difference because they are different
themselves. A leader’s role in an organization is to influence
and inspire the people who look to him or her for direction,
guidance and support.
What sets leaders apart from the masses is not their sex,
age or occupation. Nor is it their level of education, how
much money they earn, where they came from or whom
they know. What sets true leaders apart is their awareness
of and sensitivity to the needs of others.
Effective leaders inspire themselves and others to aim

higher, work harder and smarter, accomplish more in less
time and enjoy doing it.
• Every coach has a game plan.
• Every military officer has a battle plan.
• Every airline pilot has a flight plan.
• Every teacher has a lesson plan.
And every good leader should have a plan for bringing
out the best in themselves and others.
When you and your team end up in the winner’s circle
you can rest assured it wasn’t by accident. It is because you
and your team collectively did their job and you as the team
leader did your job very well.
• You inspired your team with a vision of success.
• You challenged your team to stay focused and on pur‐
pose.
• You encouraged and supported each individual team
member when they were down.
• You kept every member inspired and focused on
their goals and dreams.
• You became a mentor for your team by leading by
example and by sharing your insights and experi‐
ences.
• You provided the common goal that held the team
together.
• You inspired every individual to always give their
best.
• You were the confident leader who encouraged each
individual to take the initiative and to teach others
how to make contributions that benefited the whole
team.
All those things are the principles that effective team
leaders follow in order to get into and remain in the winner’s
circle.
Building a team is much like a farmer planting crops.
Think about it. The farmer plants the seeds. Every seed is
unique. The birds get some of them. In our business it’s the
birds of negativity and fear that get them. Some fall on
unfertile ground. Some just don’t have what it takes to take
root and grow.
Basically just like with the farmer planting his crop in
your business the law of averages take over. With just the
right amount of care, not too much and not too little, just like
the farmer you nourish your crop and you keep the weeds
out. You keep out the weeds of doubt and uncertainty. You
keep the fear birds away with proper follow up and nurtur‐
ing. You weed out the nonproductive ones and eventually
you produce a winning crop.
Just like the farmer with his crop. When it comes to
financial security and business success it doesn’t happen by
accident. It’s not just something that will happen to you one
day. It is created and achieved on purpose through well‐
defined strategies and consistent action toward a desired out‐
come.
Team‐Building Tips
Everyone on your team should be categorized an A, B, C
or a D player.
An “A” player is self‐sustaining and requires little, if any of
your time and assistance. They are like partners in your
business. You call them occasionally to congratulate them on
a job well done and you get together to celebrate.
A “D” player isn’t really a player at all. Put them on your
Christmas card list and move on. Maybe one day they will
“wake up.”
A “C” player is someone who is on your team but has no
desire to develop a serious business or income. They want to
build a small part‐time business that may grow to a $1,000
or so per month over time. Everyone needs this type of per‐
son. They are the stabilizing factor in your business. You’ll
want to stay in touch and work with them because at some
point they may become inspired about becoming an “A”
player or they may bring you an “A” player.
A “B” player is where everyone starts but no one remains
there for very long. They always move to one of the other
categories based on their intention, actions and results.
In order to develop a strong team you will want to be con‐
stantly on the lookout for potential “A” players and get them
there as soon as you can.
As a leader how do you know who’s going to grow to be
the super star, an “A” player? You don’t. However there are
some signs you can look for.
They are excited about the products, opportunity, com‐
pany and their goals and dreams.
• They are coachable.
• They listen to your direction and follow through.
• They have a strong desire to succeed.
• They have a list and are always adding to it.
• They always return telephone calls.
• They always show up at meetings.
• They attend trainings even if they’ve previously
attended.
• They have clear goals and a plan of action.
• They are always up and fun to be around.
• They are always helpful.
• They want to become leaders themselves.
The key is to always work with those who deserve it not
those who need it. In other words, don’t give major time to
people with minor intention.
First, you look for interest. Those interested in working
the business and becoming more, earning more, etc.
Second, you look for response. Those who respond to
your direction, who respond to your coaching. Remember,
you are looking for serious business builders with a mission
to become more.
And third, you look for production. Someone who stands
on the street corner and points is not a producer. That’s
called a “Pointer!” You don’t want pointers! A street sign can
point! You want producers! If all they do is talk they are a
pointer! In other words their action must match their
talk…that is if you want to build a team that ends up in the
winner’s circle.
You judge strictly by results. Let results do the talking.
How to Keep Your Team Growing
If you thought you could truly make a difference would
you be willing to step out of the crowd and be all that you
can be? If you discovered that you possessed untapped lead‐
ership qualities and skills would you use them? If you knew
that you could inspire others to make a difference would you
be compelled to do so?
No matter what your role may be you can choose to
become a more powerful, effective leader. With a few simple
yet powerful tools you can develop your leadership skills and
use them to influence and inspire others to become all they
can be.
Right now there are men and women just like you, from
every walk of life, from all sorts of businesses and from
every social and economic level, making a difference because
they, like you, care deeply about something. They are using
their leadership skills to make a difference. They are differ‐
ent themselves.
What sets them apart from others is not their level of
success and how much they have earned. It’s their aware‐
ness and sensitivity to the needs of others and their aware‐
ness of the challenges others face. It’s their enthusiasm for
improving things and for creating new opportunities. They
have a passion for a cause bigger than themselves and they
have a deep desire to give something back to society. They
have reaped the rewards of serving others. In looking for
new ways for making a difference and serving others they
have tapped their personal power and leadership potential
and they want to share it with others and empower them.
There are common qualities that effective leaders pos‐
sess. These qualities are characteristics present in all of us to
some degree. To develop them and put them to use you are
not required to study complex theories or psychological
gymnastics. They are common sense ideas and attitudes that
individually and collectively can make you a more dynamic,
effective leader. Some of these qualities are “How to” skills
and some are “People” skills. Others may involve philoso‐
phies and attitudes.
Leadership is not something you learn once and for all. It
is an ever‐evolving set of skills, ideas and talents that will
evolve and change as you do. To become an effective leader
you must have a clear definition of what these leadership
qualities are and a mission as well as an honest desire to
improve yourself and make a difference to others.
Set the example. As a leader you live under a microscope.
Nothing you do or say will escape the scrutiny and examina‐
tion of your followers. This is one of the most important
secrets of effective leadership. Your followers mirror the

example you set for them.
I was recently observing a mother and her two‐year old
child in line at the airport. The two‐year old was telling the
mother “You shut up and sit down right now and I mean it!”
I wonder who taught her that… her leader?
As a leader you must ask yourself repeatedly, “What mes‐
sage am I sending?” “What example am I setting?” “What
environment am I creating?” When you as a leader set out to
make a difference, your beliefs, words and actions inspire
others to follow. As a leader setting the example comes first
and foremost. In short, you as the leader are accountable.
If a leader doesn’t return phone calls for example, they
are teaching their people by their own example not to follow‐
up. An effective leader must “talk the talk” and “walk the
walk” if they want others to do the same. Always lead by
example.
A leader doesn’t expect his or her people to do something
that they wouldn’t do themselves. Remember, leadership is
an action not a position. It’s not something you attain but
rather something you are.
Take full responsibility for your team and the results they
produce. A leader’s job is influencing human behavior
regardless of the goal. They never point toward someone else
or an outside circumstance as the cause of their problems.
They take full responsibility for their own actions, the
actions of their team members as well as the end result pro‐
duced.
Responsibility is defined as “the ability to respond” or
“Response‐ability.” A good leader takes full responsibility for
how they themselves feel, for their own actions and for their
results. They take full responsibility for how their people feel
and for how they perform. They take full responsibility for

their team.
Just like the farmer, the responsible leader must take
responsibility for his crop. If it doesn’t grow he can’t blame
the seeds, can he? You’ve got to keep your crop nourished if
you want it to grow. You’ve got to keep the weeds out, the
weeds of doubt, fear, rejection, uncertainty, etc. Good leaders
know that “The buck stops here.”
An effective leader must have a vision. Vision is defined
as “Seeing with your imagination.” As a leader it’s important
to clearly know where you are going and even more impor‐
tantly why you are going there. Why do you want what you
want? What compels you to do what you do? You’ll discover
the answer to your compelling “Why” when you find the true
purpose that drives you, the pure “Essence” of “What” you
want and “Who” you are and who you want to become.
Your vision can be small or earth shaking but the most
important part is that it must be clear. Being clear is both
knowing “What” you want to accomplish and “Why” you
want to accomplish it. A leader’s vision, whether clear or
fuzzy, will have an effect on those around him or her one
way or the other.
Your commitment to your vision becomes an example of
leadership that will inspire and motivate others to have their
own version of a mission. Whatever your vision, it is a pow‐
erful and magnetic leadership quality. Vision makes leaders
stand out among other people. Vision is at the heart of effec‐
tive leadership.
Place more emphasis on planning and activity with your
people vs. results. Remember, you can’t manage results but
you can manage activity. Result is a past issue. It’s what they
have already produced, whereas activity is what they have
the potential to produce. So focus your efforts where it

counts.
Recognize and respond quickly to danger signals before
they become disasters. If someone is feeling fear, doubt or
uncertainty they cannot be productive and will eventually
wither and die. The quicker you detect and handle these
types of emotional roadblocks the sooner both you and your
team members will experience success.
Make sure every team member always feel empowered
after having contact with you. Every time you have a conver‐
sation with any member of your team use their goals and
plans as your tools to empower them. Re‐connect them to
their goals and dreams, to the product, the opportunity, to the
team and to you. Challenge them to become more and
empower them to accept more responsibility.
Don’t waste time over failures. There will always be those
who want to complain about what’s not working, those who
want to blame others, outside circumstances or the company
for their lack of results. That’s a pointer! If you’ve done all
you can do, let them go and move on.
An effective leader is sensitive. Sensitive leadership is not
leadership that lacks strength or courage. Being sensitive
does not lessen a leader’s power as some might think. On the
contrary, a sensitive leader has a heightened awareness of
issues, values and of the needs of the people within his or
her organization. Sensitive leadership simply means having
the ability to stay focused on the world in which you operate
and in particular on the people you lead.
Sensitivity doesn’t distract from other leadership quali‐
ties it adds to them. For example, decision making requires a
greater sensitivity because network marketing is a business
that can change so rapidly. That also makes it a risky busi‐
ness and risk requires being sensitive to all the elements of
the risks including the potential outcome for all involved.
Risk taking is a part of leadership. When you consider
successful leaders who make a difference you will see that
they have the courage to take action while others are waiting
for a better time, a safer situation or assured results. Effective
leaders are willing to take risks and to put themselves on the
line. They know that being too cautious and indecisive
wastes time for all involved and it kills opportunity.
Effective leaders give recognition often. People don’t care
how much you know until they know how much you care. A
leader should take every opportunity to appreciate the efforts
of those on their team. There’s always something to appreci‐
ate in every individual. You don’t have to wait for a record
breaking sales month. A good leader looks for ways to recog‐
nize and appreciate others. They are sensitive to the little
things that make a big difference in the lives of others.
A good leader is a good listener. If someone has some‐
thing bothering them, a good leader knows that if they don’t
listen and that person is experiencing doubt for some rea‐
son, that doubt creates uncertainty and uncertainty puts that
person “Out of productivity.” In other words they know that
person is “stuck” until the issue gets resolved.
Sensitivity to the needs of your team members is crucial
to your leadership effectiveness, because without respon‐
sive, productive people all the other considerations quickly
become secondary.
Always encourage self‐improvement in your group by
setting the example.
Stay involved in all the training. Read constructive books
and share them with your group. Listen to CD’s and recom‐
mend them to your team members. Remember a person’s
income growth will never exceed their personal growth.
And your success is determined by their success so you’ll
want to encourage personal growth.
Sell everything, always!!! Any event worth having is an
event worth selling its value to your people.
There was a company that wanted to retain me to help
them bring their company from Europe into the US market.
They were considering several other individuals they had
interviewed. I was being interviewed by their international
executive team from all over the world. I had been in the
room for several hours answering question after question.
“What would you do if this happened?” “How would you han‐
dle this situation?” It went on for hours. Finally the interna‐
tional Director of Sales stood up and said, “I’ve had enough.”
He said, “I have one more question and if you can answer it
correctly you’ve got the deal.”
He said, “There are two people who both live in Los Ange‐
les. They are both going to attend a training held in New York.
They board the same plane. They stay in the same hotel.
They eat the same food. They attend the same training.
Everything they do for the three days they are in New York is
exactly the same.
When the two of them return home they are each asked
how they enjoyed the meeting and to share the value they
received from it. The first one said, “Well, it was okay. But I
spent over $2,000. I received a little value, but it wasn’t
worth the time and money I invested. I don’t think I would
ever go again!
The other one, when asked what value she received had
a totally different response. “Wow, what a great three days! It
only cost me $2,000 but the value was enormous! I gained so
much from the meeting. I can’t even begin to tell you the
value. It was worth ten times what I spent. I met so many
great people! I would go again in a heartbeat!”
“My question is,” he said, “What’s the difference between
those two people?”
I thought about his question for a moment wondering
what answer he was looking for. I thought, “What made the
two people respond so differently?” I suddenly knew the
answer he was looking for. And I said, “Sounds to me like one
of them wasn’t sold on the value of the event in advance.”
He said, “That’s it! You have the deal!”
Don’t ever forget this one. An effective, productive event
is a sold event! Learn to create value for everything! Make
everything a special event! Even a telephone call can be a
special event. A conference call, a three‐way call, a local
meeting, everything is a special event and should be sold as
one! If the event is not worth selling its value it’s not worth
having!
Make your people feel special. I remember the first net‐
work marketing convention I attended. It was in Miami
Beach, Florida. It was at the end of my first year in the busi‐
ness. I didn’t have any money to attend. I remember going to
my wife and telling her I was going.
She said, “Are you crazy? We don’t even have the money
to eat and you want to go to Miami?”
I said, “I know, but I’m going anyway.” She said, “Do you
understand “No money?” “I’m going” I said firmly. She
responded, “Whatever” and stormed out of the room.
I didn’t know how it was going to happen but I knew
somehow that it would.
The next evening at the meeting I got into a conversation
with one of the new distributors from someone else’s group.
He asked me if I was going to Miami for the convention. I
said, “Yes, I am going.”
He then asked me if I had purchased my airplane ticket
yet. I said, “No I haven’t.”
He then asked if I would like to fly with him in his private
plane. I jumped at the chance! Then he said, “You can just
pay for half the gas for the trip.”
I said, “Well, to be honest, I don’t have the money yet to
even go so I can’t commit to paying for half your gas.”
He said, “Well, I could use the company and I’m going
anyway so why not ride along.”
A few weeks later I was on my way to Miami Beach.
About half way there he asked me where I was staying. I said,
“I don’t have a place yet.” “You don’t have a reservation?” he
asked. “You’d better get one right away—that is, if there are
even any left in the city.”
I then told him that I didn’t have any money for a room. I
said, “Maybe I could bunk with you in a roll away or sleep on
the floor?” I figured that if he wanted company on the flight
that maybe he wanted some in his room as well.
His first response was, “No, I don’t think so.” Then after a
few minutes he said, “You know, I really admire your guts,
going to Miami without a place to stay. I could probably learn
something from you. Okay you can stay with me but I’m not
going to feed you.” I assured him that that wouldn’t be neces‐
sary. I figured I could fast for a few days. I figured a few days
without food was no big deal. I didn’t have much to eat at
home either so I was used to it.
The convention went very well. I discovered all sorts of
free food. Leftovers on carts in front of meeting rooms were
filled with wonderful food and drink so when they were fin‐
ished I just helped myself. I figured they were just going to
throw it away anyway. In fact, I ate rather well during my
stay. I had coffee, juice, fruit and rolls for breakfast, sand‐
wiches for lunch, sodas for breaks and cocktails and appetiz‐
ers for dinner.
The last speaker the last day was the highlight of the
whole trip. The president gave the final address. Every word
he spoke went right through my heart. He definitely moved
me!
After he finished I decided I had to go up and shake his
hand. I waited in line with about 2000 others for almost four
hours to shake his hand. I will never forget the experience.
As the final person between he and I stepped aside our
eyes met. He was about my height but a much bigger man.
He looked at me, smiled and stuck out his hand. I saw him
take a quick glance at my name tag. He grabbed my hand and
almost pulling me off balance as he pulled me toward him.
And then he said, “Mr. Britt, how are you today?”
I said, “Great!”
He said, “You know, you are big enough and ugly enough
you ought to be able to do this business big time!” I said, “I
am going to and you can count on it!” And he said, “I know
you will Mr. Britt.”
He then looked at my company pin on my jacket lapel.
You could earn diamonds in your pin, but of course I had
none.
He reach over and rubbed my pin and asked, “Mr. Britt,
Where are your diamonds?”
I said, “Well I don’t have any.”
He said, “I can see that.” He said, “The next time I see you I
want that pin to be full of diamonds!”
I said, “The next time you see me it will be and you can
count on it!”
He said, “I know I can and I know you will.”
He wished me well and I was on my way.
I didn’t see him again until the next year at the conven‐
tion. After his talk at the end or the convention again I was
moved. I decided I would once again shake his hand and
remind him what I had told him the last year. My pin was
now full of diamonds!
I ran to get in line. This time I ended up only about 500
back in line. Finally the person in front of me stepped aside
and there he was. This time I was wearing no name tag at all
and I’d had no contact with him since the previous year.
He stuck out his hand, grabbed mine and with a big smile
pulled me forward.
Looking down at my diamond pin he said, “Mr. Britt” Con‐
gratulations! I knew you could do it!”
“He remembered my name and our conversation from a
year ago,” I thought. “Wow!” I did I special.
He then smiled really big, reached over and rubbed my
pin just like he did the previous year and said, “Mr. Britt, you
ought to be in the Presidents Club.”
And I said, “The…and finishing my sentence for me he
said, “The next time I see you will be and…I know, I can count
on it!”
Not only did he remember our conversation he remem‐
bered our exact words, my name, everything! “Wow!” I
thought, “I really feel special!”
There were two important lessons I learned that day.
One, making someone feel special can create a bond that can
never be broken. And two, challenging someone in a way
that made them want to put forth their best efforts is of great
importance. Those two one minute encounters with him
were worth the whole trip, all the money I spent and all the
suffering I had gone through my first year in the business.
Challenge your people to become more. Help them to see
more in themselves and help them to grow as a person and
they will stay forever. Challenge them to step up to the plate
and to keep swinging until they hit that home run!
Challenge them to earn more, to grow more, to stretch.
Challenge them by encouraging them to get involved doing
meetings, trainings and testimonials. Challenge them to host
a conference call. Challenge them to let go of their fears and
to have the courage to move forward and become more.
Keep your people connected. The greatest of all human
needs is the need to feel connected. A heart connection is
what I call “A nutrient of the soul.” People in network market‐
ing organizations all over the world are dying every day from
malnutrition! They are dying because they have lost that
sense of connection.
The greatest of all the needs your people have is the need
to feel connected and valued for the part they play on the
team. What do you keep your people connected to?
Keep them connected to you as their leader and business
partner. The more you care for others the more they feel
connected to you. Keep them connected to you by becoming
their mentor for success and living a more fulfilling life.
Keep them connected to their goals and dreams. Never let
them lose sight of the person they want to become.
Keep them connected to the products. Remind them often
of the benefits and the quality of your products as well as the
benefit for others, etc.
Keep them connected to the opportunity. Help them by
keeping their dreams connected to the opportunity that your
company offers.
Keep them connected to network marketing. Keep them
connected to the power of the financial benefits, to the
power of duplication and to the residual income potential
that only network marketing offers.
Keep them connected to the team. Your team can become
like a family. People love being a part of a team, something
larger than themselves.
Keep them connected to the company. Help them to see
the company as their partner in business. Help them to see
themselves as an integral part of that partnership.
Keep them connected to the cause. The cause can be
what they are working toward achieving. It could be the
company’s mission and vision. It could be helping others to
improve their quality of life. Keep them connected to some‐
thing that is much greater than money.
Every time you receive a call, no matter what they are
calling about, what they are really calling for is to say, “Please
reconnect me. Please re‐connect me to my vision. I have lost
my way. Please re‐connect me to the value of the product.” In
some way they are lost and need re‐connecting otherwise
they wouldn’t be calling.
So, when you receive a call from one of your team mem‐
bers stop and think for a moment. “How can I re‐connect
John?”
Every time you make a call ask yourself before picking
up the telephone, “How can I reconnect Mary? What does
she need today that would help her to remain connected?”
If every person on your team was connected in every
way, how would they feel? How would they perform? How
dedicated would they be? How would you feel?
A great leader cares for the team. What if you owned a
goose that laid golden eggs? Every morning when you awoke
there right beside your bed was a 14K solid gold goose egg.
How would you care for your goose? Would you feed it well?
Would you give it the finest grain and the healthiest food you
could find? Would you keep it warm at night? Would you tuck
it in when it went to bed (and not use a down blanket)?
Would you give it a good night kiss right on the lips?
If you had a goose that laid golden eggs you would take
very good care of it, wouldn’t you? Of course you would!
What would happen if you chased the goose to try to
make it lay the golden egg? That’s the approach most take. In
fact, 95% of people chase their goose. And by doing so do
you know what they end up with? A few feathers on Friday
and that’s about it!
If you care for your goose and build a relationship with it
so that it doesn’t fly south for the winter and not return
you’ll end up with a fortune.
Have you ever seen a flock of geese flying? They fly in for‐
mation, don’t they? They fly together as a team. If you notice
there’s always a head goose in the formation, right? And if
you listen closely you will hear what you might think is just
“honking.” That’s not honking at all. Get yourself a telescope,
one of those sophisticated ones with a directional micro‐
phone and listen to and observe the flock in flight. The first
thing you’ll notice is that the leader is not honking. The
leader is working hard. But you’ll also notice that the rest of
the flock is not honking at all but rather cheering the leader
on. They are saying…“Go! Go! Go! Go!” They are inspiring
their leader to work harder.
If you also notice the leader doesn’t remain a leader for
long. They all take turns being the leader. When one leader
tires he then drops back in the middle of the V formation and
rests while another takes over.
Did you know that a flock of geese can fly 72% faster
than an individual goose can fly alone? That’s a fact.
The same holds true with leadership. You can fly faster
and accomplish more working together as a team. And you
can accomplish much more by letting others take over and
be leaders as well.
Care for your team. Be accountable for your team, chal‐
lenge them to become more and at the same time teach oth‐
ers to be accountable for the team and step up to the
challenge.
Remember, personal accountability is where your suc‐
cess begins. As a leader you know that you are an integral
part of every event and every person’s life as well as their
success in the business.
As a leader, it’s not what happens that’s important it’s
how you respond to what’s happening that makes all the dif‐
ference in the world. That’s an attitude.
Making connections is called building an emotional bond.
Building emotional bonds is called building a relationship.
Building relationships is what being an effective leader is
about.
An effective leader guides their team on three primary
levels. First, by helping each member of his team to discover
and eliminate the underlying blocks that restrict them from
performing at their full potential. Second, by giving them a
complete set of field proven sales and marketing tools that
will ignite inspiration and leave them with a clear sense of
direction, leading toward future growth and increased pro‐
ductivity. Third, by making sure that each team member is
working with each person on their team to duplicate the pro‐
cess, thereby building depth and sustainable growth within
the organization as a whole.
A great leader studies human nature on four levels.
Leaders Study Possibility. They study what could exist.
They always know that there is always something more that
they can do to benefit the team as a whole. They look for
ways to assist each member on the team to become more
and to be a more productive member. They make a study of
what is possible. They are constantly playing the “what if”
game with themselves as well as each member of the team.
Leaders Study Opportunity. They know that every

encounter with another presents an opportunity to make a
connection, to develop a relationship. They are always look‐
ing for ways to connect. They know that every note they
write, every chance encounter, every email they send out
and every telephone call they make represents an opportu‐
nity to further develop themselves and to assist others to see
more in themselves.
Leaders Study Inevitability. If you were to start driving
your car on Interstate 10 in Jacksonville, Florida and you
headed west where would you end up if you didn’t stop? You
would inevitably run off the end of the Santa Monica Peer in
Southern California…or there about.
A good leader watches the direction he and each member
of his team is headed and they knows inevitably where they
are going to end up on their present course. He also knows
when to make necessary course corrections and when to
encourage the same in others.
There’s a story about an egotistical captain of a battle‐
ship. One night he was navigating in heavy fog. It was almost
impossible to see. Suddenly he saw a blinking light dead
ahead. He radioed ahead with a message, “We are on a colli‐
sion course change your course 30 degrees to the left.”
The signal came back “I recommend that you change
your course 30 degrees to the left.”
Feeling a little put out he radioed again, “I am a Captain.
change your course 30 degrees to the left.”
The message came back, “I am a Captain also and I rec‐
ommend you change your course 30 degrees to the left.”
Getting angry, he radioed back, “I am a battleship and I
suggest you change your course 30 degrees to the left!”
The signal came back, “I am a Light House and I suggest
you change your course 30 degrees to the left.”
As you move forward you will most certainly encounter
obstacles. A good leader looks ahead and knows what he is
dealing with then takes immediate appropriate action to
solve the problem with the least amount of conflict.
Also know that strength cannot exist without resistance.
Therefore a good leader always looks for the point of
strength in every obstacle he or she may encounter. A good
leader knows that the limit of his or her current view does
not represent his or her capacity to create.
A Great Leader Studies Resourcefulness. A leader
knows that every action he or she takes is either resourceful,
moving him closer to his desired objective or it is non‐
resourceful, moving him away form his desired objective. He
has the wisdom to know the difference. It’s called self‐man‐
agement. A resourceful leader works on him or herself more
than anything else. They continually ask, “Is this action I’m
taking moving me closer to my desired results or not? Is it
resourceful or non‐resourceful?” If it’s not taking them or
their team in the direction they want to go,they quickly
choose another course of action.
• Leadership is “action” not a position.
• Leadership is having the courage to be first.
• Leaders do it differently because they “are” different.
• Building a team is like a farmer planting a crop. Some
seeds grow and some do not.
• Look for the “A” players if you want to end up in the
winner’s circle.
• Take full responsibility for your team.
• Leaders keep their people connected.
257
Chapter XVIII
Secrets of Being a
Great Sponsor
“When a problem arises ask not ‘What do I do now’ but rather
‘What do I need to understand?’”
Jim Britt
In your organization every person is special. Every per‐
son wants to feel good about him or herself and to feel good
about being a part of a unique team. In network marketing
part of your sponsorship responsibility is to make others
feel that way.
There are a few simple principles that you may find serve
you well when sponsoring and managing your team.
Let team members know how much you appreciate
them. Take advantage of every opportunity to show appreci‐
ation for your team members and the efforts they are mak‐
ing. Everyone wants to be appreciated, the person

conducting the meeting, the trainer, the person hosting a
conference call, the one who makes the introductions at a
meeting or the person at the registration table. All of them
need and want appreciation for the job they do. Let them
know how much you appreciate their help and dedication.
If you constantly hear Mary from New York introduce
herself on every weekly conference call let her know how
much you appreciate her support with the calls.
If one of your distributors is always at the meetings early
to help set up, let them know it’s important and how much
everyone appreciates it. There is always something to be
appreciated in every person. Let it be known. Don’t keep it a
secret.
Recognize people for little successes. Giving praise to
your people should be a part of your philosophy of being a
sponsor. Always be quick to give it at every opportunity. Giv‐
ing praise for a job well done is especially important in front
of a group during a meeting or training. It makes people feel
special.
You don’t have to wait for great successes or a record‐
breaking month to give praise. Just look for ways. It could be
something as simple as making their first sale or sponsoring
their first person, or fifth person, it really doesn’t matter.
Giving praise is one of the most effective ways I know of
for building bonds between you and your network. Part of
sponsoring others is also teaching them to give praise to
their team members as well.
Listen to your people. The most successful sponsors
are those who have developed the ability to listen to their
team members. As your organization grows people will
always have things that bother them, probelms or questions
they need answered. If you as their sponsor don’t listen they
will almost always go to their peers or to the people below
them to discuss their concerns or problems. This is one of
the fastest ways to destroy an organization. All problem‐solv‐
ing communication should be up line not across or down.
I know sponsors that don’t want to listen to anyone’s
problems. If your people know that you are always there to
hear their story and that you really care about how they feel,
they will come to you with their problems. Here’s the posi‐
tive side of listening to problems. You can correct the prob‐
lem and get them right back on track.
If you must criticize, also praise. If you must criticize be
sure to criticize what they do and not who they are. For
example, if a person is always late for meetings tell them that
you don’t like the fact that they are always late not that you
don’t like them for being late. You criticize the act not the
person.
When you criticize always make sure that you praise
them before and after the criticism. That way you always end
on an “up” note.
I know some sponsors let their anger build until they
finally explode giving it to the person all at once. Then they
attempt to praise. This usually doesn’t work very well
because the person may be so upset that they never hear the
praise. The best way I’ve found is to place the criticism
between praises.
Help others to get what they want. Every lasting busi‐
ness organization should be built upon giving service to oth‐
ers. As an effective sponsor in network marketing the
service you must give is to the people within your organiza‐
tion. Look at your team members as your customers and give
them the attention and service they deserve.
A good sponsor’s first concern should always be focusing
on the needs of his team members. How do you know your
distributor’s needs? Some are basic needs that everyone has.
How do I make my first sale? How do I work with my first
distributor? How do I make my first telephone call, etc. But as
a good sponsor you should focus on the needs of the whole
person. Get on his or her “island.” Find out what each person
wants from the business. Find out what they want out of life
and then help them get it. If your efforts are directed toward
helping others you will always be greatly rewarded.
Don’t trip on your own ego. When people become suc‐
cessful with their business it often goes to their heads. They
get caught up in their own egos and forgetting the very qual‐
ities, such as the ability to work and communicate with their
team effectively that earned them their success in the first
place. You are in the people and relationship business and
the day you forget that is the day you’ll be starting over.
Successful sponsors are secure and self‐confident. They
know who they are where their talents lie and their limita‐
tions. They are basically humble people. They view both
their responsibilities as a sponsor and the demands on their
time with proper perspective.
A good sponsor remembers no matter how long it has
been, what it was like when they first started in the business.
It helps to keep things in proper perspective. You can better
understand the problems and needs of the people in your
organization by viewing your own experience.
A sponsor has an obligation both to herself and to the
people she sponsors to obtain the best possible results.
Remember, people are your greatest resource in this busi‐
ness and inspiring them to give their best efforts will be the
major key to your long‐term success.
Once again the definition of Sponsor is “Looking out for
another person’s interest and well being.”
Ask yourself often, “Are my distributors achieving their

FULL potential?” “Am I looking out for their interest or well
being.”
Work with Those Who Deserve It
Most people will never have money simply because they
don’t have what it takes to earn it. They don’t have the desire,
the willingness to work or the willingness to stay away from
the television long enough to recognize a real opportunity
and make what they could of it.
Even though the opportunity is right in front of them the
fact is that a lot of people just don’t want to take the time or
to put forth the effort to succeed in life.
Once you have been in the business for a while and your
organization is beginning to grow then the big question
becomes, “With whom do I spend my time?” How do you
know which person is really serious about building a busi‐
ness?
I have found that there are several types you will attract
into the business. You can’t really avoid them because you
can’t always recognize them until they are already in the
business. By that time you may find that you have wasted a
lot of time and effort trying to motivate someone without a
pulse!
The following may be some of the types you attract and
their recognizable traits. I have also given them each a “nick‐
name” so that you can better remember them the next time
they show up.
The Rabbit. This person is already in three or four com‐
panies. He or she is afraid to commit to only one company
and keeps jumping from company to company leaving
behind a little organization of “homeless” distributors. This
person may have the talent and energy to be a success if you
can get them to slow down and to focus. Don’t spend a lot of
time with this type of person unless they will commit 100%
to your company.
The positive side to this one is that they will leave behind
their homeless for you to adopt.
The Junkie. This person got involved in some company
10‐15 years ago and accidentally made a lot of money one
month. Since that time he’s been out looking for the “fast
buck.” If he can’t make it quickly he’s gone! You won’t have to
spend much personal time with this one because he’s the
expert and doesn’t need any coaching.
Such people are typically good ”Recruiters” but they sel‐
dom “Sponsor,” and take care of their people. If they do
recruit someone they seldom follow‐up and work with them
and their people eventually leave the business. After all
they’ve made $50,000 in one month before. They don’t have
time for the “little people.”
There’s a positive and a negative to this type. The nega‐
tive is that they will probably attract a lot of people who are
similar. The positive is they may bring you a person or two
who will stay even if they don’t. If you get one of these just
look for the good people they may bring you and work with
them.
The Front Follower. This person looks at your business,
gets really excited and says he’s going to do it. But before he
will sign up he wants to go to five of his friends or other
“experts” to present the opportunity before joining. If his
friend wants to join then he will jump in right in front of
them as their “dynamic leader!”
When you run into one of these you can do one of three
things. One, explain what the response will be from his
friend when he hasn’t yet made the commitment. Two, tell
him that if he isn’t willing to commit first you’re not inter‐
ested in working with him but you’ll refer him to someone
else to be his sponsor. This approach will show him how
selective you are about the people with whom you work.
Third, just drop him. Let him do what he’s going to do and if
he comes back, fine, and if not, fine too.
The Pro. This is typically a professional person or
maybe a good sales person. He thinks he already knows it all.
He has trouble seeing the compensation plan as profitable
because he is used to making more money on a single sale.
He has problems seeing how you can make money with such
a small override. This type is most often not coachable.
Unless you can convince him to unlearn old ways and to lis‐
ten to your coaching on how network marketing works his
chances of success are slim.
The upside to this type is that if they will listen and follow
your lead they usually know a lot of people. They are very
influential with those they know and will attract some very
good people who will follow their lead. If they see the oppor‐
tunity and how it works they can become top producers.
The Analyzer. This is typically someone who needs to
know everything about everything before they can begin.
They want to know all the details about the product, compen‐
sation plan, financials of the company, etc. before they will
sign up.
They may be “Too smart” for network marketing because
they tend to overcomplicate everything. I’m not saying that
people who need all the facts can’t make it in the business.
On the contrary, I know some very successful people who
were like this in the beginning.
The downside is they can require a lot of time and effort
in the beginning and they may never make a decision
because they never have enough facts.
The upside is that once they get all the facts and are satis‐
fied they can be very good in the business.
What you’ll want to do with this type is attempt to re‐edu‐
cate them on keeping it simple and not becoming an expert.
Let them know that network marketing wouldn’t work at all
if everyone had to be an expert.
The Windup Toy. This type comes to a meeting or has a
conversation with you and gets all excited but it only lasts for
an hour or so. You have to watch out for this one because
they always want your time to get them re‐pumped up so
they can get going. I used to have one of these types working
for me in a sales organization. Around three o’clock every
afternoon you could hear him coming down the hallway. His
hands would be dragging the ground wearing holes in his
knuckles and all his air would leak out. He was coming in for
servicing! Like a flat tire he needed to be “pumped up” again.
He would leave my office bouncing off the walls with excite‐
ment. By the way I don’t think he ever made a sale but he
sure wasted a lot of my time.
The way you recognize this type is that they will be at
every function and every meeting. They’ll show up any‐
where and everywhere they can to receive some positive
strokes from someone. They show up at every business
meeting without a guest. They are always looking for
answers on how to work the business. If they are in a meet‐
ing or on a conference call they want to dominate with ques‐
tions, meaningless talk and chatter. They think the company,
their sponsor or upline has left out that missing vital ingre‐
dient for their success. Nothing you give them or do foe them
ever gets to the application stage.
This type of person is either afraid of success or afraid of
failing. Such a person never gives it a go or never gives up
either.
They are always looking for a “Helping hand.” What they
don’t realize is that they could find one at the end of their
own arm!
The NonBeliever. This person will always sign up but
has to be re‐sold on the business every time you see him.
Don’t spend one‐on‐one time with this type, only deal with
them in group meetings. On the other hand don’t give up on
them entirely. They may eventually sell themselves on going
to work if they stay around long enough.
The Network Marketing “Expert.” This person is very
similar to the Junkie. He has made it “big” one time but prob‐
ably never again has met with success. He wants to be a
trainer and only work with groups. You can’t get him to han‐
dle product and often times doesn’t even want to use the
product. He thinks the product is for the “little people.” Most
often you can’t get him to sponsor either.
Here’s what to do with this type. Drop him! He’s going
nowhere.
The Lump. He’d rather spend the money for the kit than
to tell you “no.” You can’t get him to attend a meeting or train‐
ing. He will tell you he will be there but never shows. He’s
always got a good excuse. If he spent as much time thinking
about being successful and working the business as he does
thinking about which excuse he’s going to use to justify why
he can’t, he would be rich!
He’d rather go bowling or watch television than to take
responsibility for his future. He’s in a rut and doesn’t even
know it.
When you call him he will always tell you what you want
to hear. He’s a time waster. After a few calls and no follow
through you should call him one last time to tell him that this
is the very last time you are going to call him…ever!
The Goose That Lays Golden Eggs. Remember this from
the prior section on leadership. This person is probably new
to the business. She is coachable. In fact they come to you for
coaching instead of you having to find them. This person
wants to succeed, appreciates being involved with you and
will do whatever it takes to be successful. They are up and
positive all the time. Everywhere you go there they are! They
work the business!
Spend 99% of your time with these types of individuals
and you will never lack for financial success again. Love
them, hug them, write them notes, call them, meet with
them, do anything you can do to help them build their busi‐
ness.
Often times when your business really begins to grow a
lot of people from the first nine categories will begin to move
along as well. They see you doing it without them and they
don’t want to lose out. But don’t go after them. When they are
ready to make a commitment for a better life let them contact
you.
As your business starts to grow spend your time wisely.
Work with those who deserve your time not those who need
it. Another way of saying that is, “Don’t give major time to
those with minor intention.”
• Let your team members know how much you appreci
ate them.
• Recognize people for little successes.
• Listen to your people.
• Help others to get what they want and you’ll get what
you want.
• Don’t trip on your own ego.
• Work with those who deserve it not those who need it.
• Look for the goose that lays the golden egg.
***
269
Chapter XIX
Self‐Management
“In order to have a new beginning you must have the courage
necessary to make a change. By observing your faults with
objectivity and resolution you will gain the strength of charac
ter necessary to eliminate them.”
Jim Britt
How would you like to be the predominant force in your
life, to truly be in control of your life, to not be affected by
external circumstances, to not be affected by what others do
or do not do, to not be affected by how others act or
respond?
We’ve all been conditioned to believe that our power and
security lies outside us.
A person may say, “Yes, I want to be in control of my life
but you don’t understand I have no money.” That means
nothing.
“Yes, but I live in a small town.” That means nothing.
“Yes, but I have no contacts.” That means nothing.
Here’s what means something. Are you willing to make
the decision to be the predominant force in your own life or
not? That’s what means something! In fact, that means
everything!
Self‐management is about making a choice to be in con‐
trol of your own destiny. To make a choice to no longer be the
victim of your own self‐imposed limitations, to no longer be
a victim or just a player in someone else’s drama. Self‐man‐
agement gives you a choice to work for your own goals and
dreams instead of working for someone else’s. It’s making a
choice to never again let money be a factor in how you live
your life.
Once the choice is made you’ll have a whole new basis for
dealing with the challenges you face in everyday life and in
your business.
Being a success in your business or a success in life for
that matter requires an understanding of some basic princi‐
ples of self‐management, the first of which is decision mak‐
ing.
We all make thousands of decisions everyday. Some are
big decisions some small ones. You decided to join the com‐
pany in which you’re currently involved.
You decided to read this book. You decide when to get up
in the morning and what you are going to wear for the day.
You decide to eat breakfast, to drive to work, to stop at traffic
lights.
You know that if you don’t get into the car and drive to
work you won’t get paid.
You know that in your business, or at least you should by
now, that if you don’t talk to people and teach others to do the
same you don’t build a business and you don’t get paid.
Self‐Management 271
You know that if you don’t stop at red lights you could
have an accident.
You know that if you don’t eat you get weak.
Based upon the firm decisions we make we attract the
result of that decision into our lives. It’s called the “Law of
Attraction.” As we discussed before, a firm decision to do a
certain thing that doesn’t allow for anything less creates your
mindset and puts the Law of Attraction in motion. If you
make a decision to be successful in your business, one that
doesn’t allow for failing, you will create the mindset neces‐
sary to attract that success into your life.
There are two main problems that enter into the equa‐
tion. One, we make decisions based upon past experiences
and our current circumstances instead of what we truly want
in our lives. And two, we are too quick to change our deci‐
sions which are all too often influenced by our current cir‐
cumstances or past experiences.
Making decisions can become like an “Inner civil war.”
It’s like being the judge, the jury and the attorney for both
the defense and the prosecution of your own mental court‐
room.
You make a case for yourself. “I’m going to be a success in
my business.” Then the prosecuting attorney steps in (the old
you). “But Your Honor he’s never been a success before.
Here’s concrete evidence of all the past failures he’s had. You
can’t allow him to be a success with a track record like that!”
The very first step in self‐management is getting rid of
your internal conflicting dialogue…your self‐judgment.
In order to take control of your own destiny you first have
to make a firm decision about what it is you want. Then burn
the bridges by letting go of all the past pains, hurts, failures,
and imagined fears that are holding you back. It’s like being
the non‐smoker that I talked about in the beginning. If you
want to be a success in your business, financially free or

whatever, you must first see yourself as that person. It
begins by making a firm decision and commitment to be that
person and nothing short of that will do.
All our limitations are always self‐imposed by the
choices we make that are usually based upon the experi‐
ences we’ve had, by how we judge ourselves for past mis‐
takes. Our limitations are never based on current reality.
We really have one of two choices in everything we do.
We can make a choice of intelligence or we make a choice
out of convenience.
It is always more convenient:
• Not to make the call.
• Not to talk to people everyday.
• Not to commit.
• Not to take responsibility for our own results.
• Not to say I’m sorry.
• Not to attend the meeting.
• Not to build a team.
• Not to take full responsibility for the team.
• Not to follow‐up.
• Not to work with your new person.
• Not to exercise and take care of our health.
• Not to be self‐observant.
• Not to create a strategy plan.
• Not to follow through with your plan.
We can always find something else to do that is more
convenient. It’s more convenient not to honor our original
decision.
Convenience is the easy way out. When we decide out of
convenience not to make the call or not to take responsibil‐
ity, not to be wealthy, or whatever, what we are really decid‐
ing is to honor our fear of failing instead of our vision of
success.
We can choose to be in our unwanted circumstances or
not. It’s as simple as that!
Here’s that important self‐management question once
again. “Which do you honor the most, your fears or your
vision of what you would love to have in your life? Do you
honor your dreams or your circumstances, your current
level of success or the success you want to create?”
Do you only hope your life will change or do you know it
will?
Do you hope your opportunity will help others or do you
know it will?
Do you hope your business will be a success or do you
know it will?
Do you hope for wealth or will nothing short of wealth
do?
Are you simply giving your business a “Try” or do you
intend to make it a success? That’s the real question.
One of the crucial steps in self‐management is your
action plan. Your end result will be only as strong as your
original plan. What are the steps you plan to follow in build‐
ing your business?
If you were going to build a new home what would be the
very first thing you’d need? You’d need a plan wouldn’t you?
Should you give less consideration to your business plan or
your life plan? The firmer your decision the clearer your plan
can become.
Benjamin Desraeli once said, “Nothing can resist the will
of a human being who will stake even their existence on the
extent of their purpose.” Are you that committed? Are you
that determined to be successful? Are you willing to risk your
very existence on your purpose? Do you feel that strongly
about your plan and your success?
The next step in self‐management is to get started, to take
action. This can be difficult sometimes because it’s hard to
see your progress initially and your fears will always
attempt to hold you back. We all have them to one degree or
the other. Not that they are really in control but it can sure
feel that way sometimes. Just remember with every action
no matter how small you are building a foundation for your
future.
Every action you take has a compounding residual effect,
positive or negative. Your eating habits is a great way to illus‐
trate my point. Everything you’ve eaten and every choice
you’ve made to exercise or not have created a cumulative
effect. And in the same way your financial choices have cre‐
ated a cumulative compounded effect.
Here’s a good example to illustrate my point. Let’s say
that in addition to your regular eating habits once each
month you decide to eat a Big Mac, a large order of fries and a
large milk shake and you don’t work out that day. While I’m
sure that most would agree that this would not be a good
thing to do for your health, doing it one day probably
wouldn’t be a big problem. However if you continued this
eating program everyday for a month it is likely that you
would gain a few extra pounds. If you continued it for a year
you would likely experience some considerable weight gain,
wouldn’t you agree?
Here’s my point. Whether you are talking health, finances
or whatever, a few errors in judgment practiced daily will
definitely have a cumulative effect.
In the beginning it isn’t about numbers it’s about build‐
ing a solid foundation. It isn’t about getting rid of all your
fears all at one time. It’s about letting them go on‐the‐spot in
any situation in which they are presented so you don’t expe‐
rience the cumulative effect.
When starting your business it requires a firm decision, a
clear plan of action then patience, which will bring forth the
next step, progress. How fast can you expect progress and
how much?
Your progress will depend on three things. One, the clar‐
ity of your daily action plan. Two, the amount of effort you
put forth. And three, how well you manage your fears and
self‐imposed limitations.
Self‐management basically boils down to this: It’s your
ability to manage your own attitude, thoughts, feelings, emo‐
tions and behaviors. It’s developing the capacity to always
remain resourceful despite your circumstances. It’s being
able to see a resourceful solution to your challenges instead
of being blinded by them.
• Becoming the predominant force in your own life is a
choice.
• Decisionmaking is the “Law of Attraction” in action.
• Not making a decision is the “Law of Attraction” dis
traction!
• Make intelligent decisions not convenient ones.
***
277
Chapter XX
The Millionaire Maker’s
Attitude
“When a person is too busy to be selfobservant they have cho
sen ignorance.”
Jim Britt
What exactly is attitude?
Attitude is defined as, “A mental position or feeling with
regard to something else.”
Maintaining the right attitude will be one of the most
essential parts of your self‐management and to the success
of your business.
Attitude is not something that you “Turn on” when you
face a prospect and then “turn off” when you leave them.
Your attitude is a reflection of who you are and what you
honor in your life. Your attitude is a mindset.
Some believe that their education, environment, amount
of money they now have and all sorts of outside circum‐
stances are in control of their success. This is simply not
true! It’s not what happens to you that determine the quality
and degree of your success. It’s what you do about what hap‐
pens that makes all the difference. It’s what you honor that
determines your success both personally as well as in your
business. It’s your attitude…it’s your mindset toward success
that makes success happen…or not.
What happens, happens to everyone. The very same cir‐
cumstances can happen to two different people and yet one
comes out on top while the other gets caught up in their non‐
resourceful circumstances.
Attitude is the starting point. Your attitude is the mecha‐
nism that turns on or shuts off the flow of ideas that can
bring forth your success. With the right attitude you’ll
become a powerful beacon, a human magnet for attracting
pleasant experiences and the things you want in your life.
Your attitude toward your products, opportunity and
toward others will determine their attitude toward you, your
products and your opportunity.
Your attitude toward life will determine how life treats
you.
Your attitude toward your business will determine how
the business provides for you financially. So it’s vitally
important to develop a resourceful aspiring attitude.
• Aspire to do well in your business.
• Aspire to give good service.
• Aspire to follow‐up and assist your team members.
• Aspire to help others become successful.
• Aspire to have people like you and want to be a mem‐
ber of your team.
• Aspire to be non‐judgmental toward yourself and oth‐
ers.
• Aspire to communicate well and have people listen to
you.
• Aspire to listen to others with sincere interest.
• Aspire to present yourself well.
• Aspire to become a great leader.
• Aspire to become a leader of leaders.
• Aspire to have people love your products and oppor‐
tunity.
• Aspire to earn the success you want and deserve.
There is a huge difference however, between expecting
these things and aspiring to have them happen. Expectation
will almost always end in disappointment. When you expect
something to happen in a certain way at a certain time and it
doesn’t, you are always disappointed. For example you can
expect that everyone you sponsor will be successful mem‐
bers of your team. But, what if they’re not? If you expect it
then you will be disappointed. On the other hand you can
aspire to have all your people be successful and productive
and if not you won’t be disappointed because you did your
best.
Aspiring to do something leaves you room to be flexible. If
you aspire to reach the stars and only hit the moon it’s still
okay. You are not disappointed. You can aspire to do your
best and allow others to be their best in your presence. On
the other hand when you expect to be the best you compete
with everyone on your team.
I’ve found that more times than not we always get
exactly what we truly aspire to have in our lives. The reason
is that aspiration begins with what you honor in your life.
What you honor is like a value you aspire to live by. Some
may not have the same values as you. And if you expect them
to you will be disappointed every time. When you aspire to
have success, with that you honor all the actions that will
attract the elements that will bring forth your success.
The results of your attitude will always show up in the
bottom line. It will show up in the success of your business.
It will show up in your bank account. It will show up in your
overall happiness. It will show up in every area of your life.
Here are a few simple points that will help in maintaining
the right attitude.
Continue to refine and develop your “Compelling why”.
Continue to refine the reasons you are involved in your busi‐
ness opportunity. This should be a constant refining process
of holding true to the real essence of why you are involved.
Develop and implement a clear‐cut strategy plan for
achieving your compelling why. Here’s a good question for
you. If one of the people you sponsored into your business
asked you if they could see your well defined strategy plan
what would you show them? Would you want them to see
your plan? Would your plan inspire others?
Remember, your people will always follow your lead
either consciously and on purpose or unconsciously and
without purpose.
Develop a strong conviction about the value of your prod‐
ucts and opportunity.
Your conviction will always come across in our presenta‐
tion. If you are not sold how could we ever expect someone
else to be sold?
• Fall in love with what you’re doing. Remember your
first love affair that we discussed earlier? That’s how
you treat your business.
• Fall in love with the potential of your opportunity.
• Fall in love with your team spirit.
• Fall in love with the value of your products for others.
• Fall in love with what your opportunity can do for
others.
• Fall in love with the challenge of being your best.
• Fall in love with being a good leader.
• Fall in love with being a leader of leaders.
• Fall in love with working on yourself and your own
growth.
• Fall in love with the opportunity to make a difference
in someone else’s life.
• Have a ‘Do it now’ attitude. Develop a sense of
urgency not a sense of panic.
You simply know exactly what you want to accomplish
and you get the job done without hesitation.
Create a plan for your own development. Your income
will not far exceed your own personal growth. A person will
always receive exactly what they believe they are worth.
Therefore working on our own development and sense of
self‐worth will always pay great dividends.
Become a risk taker. Many look for the risk in the oppor‐
tunity and by doing so they miss the opportunity altogether.
Instead develop the attitude of looking for the opportunity in
the risk. Talking to strangers is risky. They might say no!
Instead, look for all the reasons they’ll say yes…ways that it’ll
work and focus your efforts on those things.
Be innovative. Always keep an open mind to new ideas
and new possibilities.
What if you try something new and it doesn’t work what
have you gained? You’ve gained experience, right?
On the other hand, what if you don’t try something new
and it would have worked what have you gained? Nothing!
Be open to trying new things, new methods, until you dis‐
cover what works best for you.
Remember that your attitude is contagious both to your‐
self and to others! Before you go to sleep at night ask your‐
self these important self‐management and attitude
developing questions:
• What did my opportunity provide for me today?
• Who did I talk to about my products and opportunity
and how did they respond?
• If everyone in my organization talked to as many peo‐
ple as I did today about the products and opportunity
how many would that be?
• If everyone in my organization sponsored as many
people as I did today, how many new people would
that add to my organization?
• What could I have done differently today that might
have worked better?
• What did I do today that really worked and how could
I share it with everyone?
• Who in my organization needs my support tomor‐
row?
• Who within my organization needs recognition and
what can I do to recognize them?
• What did I do today to bring me closer to my goals and
dreams?
• What did I do today to make the world a better place?
In this business I find that there are basically six differ‐
ent types of attitudes that will determine the level of success
you achieve.
The Poverty Attitude. This is what’s known as the
“Lower income attitude.”
This type can’t fully commit to a given opportunity for
any period of time. Fear literally runs their life. They jump
from company to company sometimes even working three
or four at the same time, faintly hoping that one of them will
make them enough money to pay their bills this month. And
that’s about all they can expect.
This attitude seems to always place the blame on some‐
one or something else for their lack of success. This attitude
encourages a state of dependence. The good part is that they
have little or no money so they really don’t have to worry
about managing it.
The Paycheck to Paycheck Attitude. This one is a step
up from the poverty attitude. This type of person is always
looking for job security and will take very few risks. This atti‐
tude restricts personal initiative. This type of person may
even become bitter toward someone who is doing well or
who breaks out of this attitude.
The Middle Income Attitude. It is the existence of this
one that has allowed this country to thrive with a maximum
amount of growth and freedom. This is usually a healthy atti‐
tude and they accept reality as it is. They usually experience
some degree of growth throughout their life. The only prob‐
lem with this type is that their attitude toward money does
not always prepare them to take the risks necessary to move
to new levels financially. People with this attitude usually end
up spending their money for some kind of get‐rich‐quick
scheme that rarely makes any money.
This type is an excellent person for network marketing
because they often have a lot of free time. They also have the
capacity to open up whole new exciting opportunities for
financial growth. They are also open to coaching.
The Game Player Attitude. This is the middle‐income
attitude that through coaching can be raised to a higher level.
This person takes someone else’s game and plays it to the
maximum. Instead of earning $50,000 a year he or she may
be earning $150,000 to 200,000 a year. Over time they also
can develop the skills to earn even higher incomes. They usu‐
ally take risks but usually only within their area of expertise.
The Game Maker Attitude. This type can create their
own game or play someone else’s for a piece of the action.
These people usually create a lot of wealth in this industry.
They see themselves not just as distributors but also as part‐
ners with their chosen company. They are as much con‐
cerned about the success of the company as they are their
own success. They will spend a lot of time and energy
accomplishing their objectives. The person with this attitude
has a lot of self‐confidence and usually makes a lot of money.
The MillionaireMaker’s Attitude. This is the one we
all want to concentrate on and develop. We all have the ability
to do so no matter where we are starting from financially or
what experience we have in the business. This attitude actu‐
ally frees you from money and allows you to experience life
from a whole new perspective. This attitude puts money in its
place and lets you concentrate your efforts on the business,
helping others achieve success and on living life to the full‐
est. The pleasures and freedom this attitude brings are
unlimited.
The important thing to know is that it is not limited to
those who already have money a vehicle or the skill of mak‐
ing money. Anyone can develop this attitude no matter what
their circumstances or financial condition.
How do you develop this attitude? You begin by looking at
the wealth around you. What would you think of someone
who had millions and complained of being broke? You’d
probably have very little sympathy for them, wouldn’t you?
Yet many people act this way because they don’t see the
wealth around them. Money is everywhere. Opportunities to
make money are everywhere! All you have to do is to develop
the attitude necessary to recognize and receive it.
The very first step is to learn to use your imagination.
Take all those old thoughts, feelings and beliefs you have
developed about money over the years and toss them out.
Let them go! You no longer need them! Stop focusing on
them! Let them go now unless you can see some reason to
hang on to them that isn’t painful or stressful!
It’s also important to remember that your attitude toward
money can be totally different from the reality of how things
actually are in your life. You may not have money. That’s a
reality not an attitude. The realities in your life may result
from many outside circumstances. Your attitude on the other
hand reflects ways in which you evaluate what is happening.
It’s not what happens to you that matters. It’s what you
do about what happens that counts. And that’s an attitude.
Two partners go bankrupt in their business. One partner
jumps out the window of a ten‐story building. The other goes
on a month long vacation to regroup. When he comes back
he starts a new business and becomes very successful. True
story! They both expressed an attitude. Each had a solution.
To develop this attitude you need to begin to see yourself
as already having millions. Imagine for a moment that you
had all the money you ever wanted. How would you act? How
would you spend your day? How would you feel? What would
you do with your time? What would you be doing with your
life?
We all seem to get stuck in the attitude that as soon as I
make some money then I’ll start living my life. By doing so
we deny ourselves the opportunities and pleasures that are
right in front of us. We just can’t see them because of our
tunnel vision. We spend all our time focused on the problem.
The point I’m trying to make is for you to begin to think
and act as if you already have money. Act as if money is no
longer a problem in your life. Act as if you have the power
and freedom that comes with having money. If you made a
million dollars in your business how would you come across
to others when you were presenting your opportunity?
Would you be different? If so, then start acting that way and
see what it will do for your effectiveness.
You will always attract what you feel about yourself.
Would you rather sign up a leader into your business or
would you rather become a leader and attract lots of leaders?
To attract leaders you must first become a leader.
There is a very unusual thing that happens. People often
value what they don’t have more than what they do have. A
person without money would value himself more if he had
money.
Every time you envy someone else or become depressed
because you don’t have certain things you actually move
your center of power away from your own strength. This
attitude will result in becoming weak and having a feeling of
insecurity. Before you can ever have millions your attitude
will have to be one of valuing where you are right now while
moving toward where you want to be.
The number one secret to developing a millionaire’s atti‐
tude is to value yourself. Place no one else above you. What I
mean is to stand face to face on an equal level with anyone.
You value and enjoy your own life because you are putting
forth your best.
When you value yourself your true value will show
through. When you come in contact with another you will
carry a presence that will be powerful and effective.
By using this attitude you can eliminate your struggles
right now! You can reach whatever wealth figure makes you
feel secure. And you can begin right now feeling content and
secure with whatever money you have, and then start to feel
and act that you already have what it is you want.
The quality of your life should not ever depend on how
much money you have. Good health, relationships, family
and pleasure all operate outside the world of money. You
become a millionaire by learning to seek out and enjoy the
things you want in life.
You can move this attitude into a state of being a million‐
aire.
Don’t forget. It is the personal development, the person
you become inside that brings peace of mind and attracts
wealth into your life.
Learning from Experience
One of the most important things you can do for your
business is to work harder on yourself than you do on any‐
thing else. Self‐management starts with learning from expe‐
rience, both yours and others.
• If you host a business meeting you will get results
and you will learn from your experience.
• If you observe your sponsor hosting a business meet‐
ing you will learn from observing them.
• If you talk to people some will respond favorably and
some will not. You will learn from both.
• If you enroll people into your company some will get
results and then share their enthusiasm with others
who want to get involved.
• If you share your products some will become a cus‐
tomer, some will not. You will gain clarity about what
to do and not to do to acquire new customers in the
future.
• If you send out business opportunity packages you’ll
sponsor people. Over time you will become better
and better at presenting your opportunity and at
sponsoring.
• If you follow‐up you’ll get results, and the more you
observe your own actions that produced those results
the better the results you will attain in the future.
• If you attend all business related training and encour‐
age all your Distributors to do the same you will build
self‐sustaining leaders within your organization.
• If you give full support to your people they will dupli‐
cate the process and your business will grow.
• If you work on yourself your value as an individual
will grow and you will become an example for others
to follow.
Activity always produces results! The quality of your
activity will be determined by your attitude.
Self‐management means being a monitor of your own
actions and constantly asking yourself, “How did I do it, and
how could I have done it better?”
• Your attitude is not something you “turn on” when you
face a prospect and then “turn off” when you leave
them. Attitude is a reflection of who you are.
• Develop a “Millionairemaker’s attitude.”
• It’s not what happens that matters. It’s what you “do”
about what happens that counts.
• Learn from all your experiences and then act on the
lessons.
• Ask yourself, “How did I do it?”, and “How could I have
done it better?”
289
Chapter XXI
High‐Performance Checklist
“Everything in your life gets better when you become better.
Make every experience a learning experience.”
Jim Britt
Your inner development is never complete. Every

moment calls for self‐discipline. Make a serious attempt to
locate and eliminate non‐productive habits and to develop
new ones in their place. When you take full responsibility for
your own actions and the results you produce only then can
you hold true to your purpose. The next time you feel stuck
and don’t know what to do, use the following High Perfor‐
mance Checklist to get back on track. If you develop the habit
of utilizing this “resourcefulness” tool, within a short time
you will be pleased with the results.
• I always apply and teach the basics.
• I fill the “pipeline” daily with information flowing to
new potential prospects.
• I always take full advantage of every resource avail‐
able to build my business.
• I utilize my sponsor and upline, my local distributor
group meetings and trainings and all training tools
and sales aids available to me.
• I never get distracted from my daily business activi‐
ties.
• I always come from an attitude of contribution of
“What can I do to assist.”
• I attend every corporate function and training within
300 miles and encourage my team to do the same.
• I always sell the value of every event.
• I always focus on the success of each individual
within my organization instead of my own success.
• I always monitor my results, make necessary adjust‐
ments and ask for help when necessary.
• I always maintain the highest level of integrity by
doing what’s right for all involved.
• I always leave others feeling more empowered after
having contact with me.
• I teach others to apply the Six Daily Actions.
• I always celebrate with others when they have a
“win.”
• I always function in the now instead of regretting the
past or worrying about the future.
• I always invest in myself.
• I never go to sleep at night without talking to at least
one person about my product and/or opportunity.
• I follow‐up and work with those who deserve it.
• I always “anchor” a new person in the business
before moving to the next.
High‐Performance Checklist 291
• I keep my calendar of events planned at least 3‐6
months in advance.
• I always look for the best in others and in myself.
• I understand that everyone will not get involved in
my business and I apply the attitude of ratios.
• I am innovative and always willing to apply new
things.
• I am always self‐confident and it shows in my pos‐
ture, my walk, my language, my dress, my handshake
and my eye contact.
• I always do exactly what I commit to do.
• I always promptly return every telephone call.
• I always have a daily activity plan utilizing the Six
Daily Actions
• I am self‐motivated and a self‐starter.
• I take action when I feel stuck instead of waiting for
someone to come along to motivate me.
• I am 100% committed to helping my team members
achieve their goals.
• I have a clear vision of my personal and business
goals and know exactly where I’m going and what to
do next.
• I am 100% committed to my goals.
Most people spend a great deal of their time responding
to what they wish was happening rather than what is really
happening. Most respond to their own description of what
they wish was happening. When this happens the descrip‐
tion becomes a substitute for reality. Remember, there is no
reality in the absence of self‐observation.
Do you see a need for improvement in your life, your
business or in your environment? If so, in what areas?
1.
2.
3.
4.
5.
What action steps are you willing to take to improve your
current situation?
Sources of Unwanted Input Actions Steps to Improve
By becoming more fully aware of who you are and how
you currently function in life you will have the opportunity
to remove those things that cannot be changed and change
those that can.
By beginning now with what you’ve got and giving
thanks for what you have you will begin learning a deeper
appreciation for wealth. With appreciation comes under‐
standing and with understanding will come freedom.
• Make a serious attempt to locate and eliminate non
productive habits.
• Utilize the high performance checklist regularly.
293
Chapter XXII
Achieving Personal and
Financial Freedom
“Take a close look at your progress toward your goals. If the
path you are on is the correct one you will know by the good it
has produced in your life. You may find it necessary on occa
sion to reevaluate your current direction. By looking into
your past you can get a glimpse of your future and then know
what actions to take in the present.”
Jim Britt
Regardless of how well you did or did not perform in the
past it’s now time to take what you’ve got and tune it up and
turn it on!
If you’re like me you’ve made a million mistakes in the
past. You may have squandered away years of your life wish‐
ing things were better. Whatever you did you did. You are
who you are and you have what you have right now and
that’s that! Nothing you do can change that. Only the future
matters now.
You can choose to use these ideas or not. You can use
them to tune up your working skills to produce more of the
results you want in less time…and starting right now!
Without surrendering your old ways there is no capacity
for anything new in your life.
Without interference from your old ways you can keep
your thoughts in alignment with your vision. You can con‐
nect your vision to your goals, turn your goals to action, your
actions into results, and your results into freedom.
Let me ask you a question. What does having freedom
mean to you?
Freedom is defined as, “The condition of being indepen‐
dent” “exemption from defeat” “Living unrestricted” or, “Not
a slave.”
I suppose that we’ve all become slaves to one degree or
another, wouldn’t you say? We do things we really don’t want
to do. We do things because we feel obligated.
We do many things because of our fears.
Often times we become slaves to our jobs, to our circum‐
stances, to money, to our emotions, and to the past mistakes
we feel we’ve made.
The real fact is that the only thing we are truly slaves to is
our own self‐created beliefs and limitations…our fears.
So what is freedom? It is living free of outdated non‐
resourceful beliefs. It is living free of the stresses in our lives.
It is living free of emotional conflicts. It’s having peace of
mind.
True freedom is being able to do what you want to do
when you want to do it. Wouldn’t you agree?
Freedom is being financially free.
Freedom is living free of our fears.
In reality true freedom is simply learning how to manage
your fears.
Managing your fears will be one of the single most
important ingredients that will determine your success in
business.
What is a fear? A fear is any thought, feeling, emotion,
belief or behavior that is not moving you toward your
desired outcome, such as, worry, doubt, uncertainty, impa‐
tience, greed, anger, etc.
Being free of fear requires several things.
Responsibility is number one. Without taking full
responsibility for your life there can be no freedom. In order
to have freedom you must first decide to become the predom‐
inant force in your own life and not to become a victim of
your fears or your circumstances.
Most keep doing what they’ve always done and expect‐
ing, or at least hoping for a different result. The reason is,
that most people either don’t know what they want or they
don’t believe they can have what they want. As a result they
just keep repeating the same old patterns, faintly hoping that
some day things will somehow get better. Things only get
better to the degree that we manage our fears and we get
better.
I believe the reason that most people don’t have freedom
is that they don’t truly understand what freedom is. Again,
freedom begins with responsibility. If you want freedom you
must first take responsibility. Freedom and responsibility
are inseparable. You can’t have freedom without first taking
responsibility for the outcomes in your life.
Again, responsibility is defined as, “The ability to
respond” or “Response‐ability”
What do we take responsibility for? There are several

things.
Where you are now. No one forced you to make the
choices you’ve made in your life that’s brought you to where
you are today. So, if you want freedom, taking responsibility
for where you are now is the first requirement.
You may not like where you are and that’s okay. You may
even believe that you shouldn’t be where you are at this
point in your life, and that’s okay too.
But the bottom line is this. You are where you are
because you made the choices you’ve made and you must
take full responsibility for where you are now in order move
ahead into the future you want.
You must take responsibility for your current financial
condition. Whatever it is, that’s okay. Only when you take
responsibility and accept your own bank account can you
then go to work to effectively change it.
Without taking responsibility and accepting “What is,”
we become focused on what we don’t have and then we
become victims of our own financial lack. In other words we
get caught up in our own non‐productive feelings about the
lack of money. Remember the “Law of Attraction?” What we
focus on is what we’ll attract. It’s the law! This brings up the
next most important point.
Take responsibility for how you feel. Feelings are the
“magnet” that attracts the circumstances into our lives.
Stop right now and take a moment to get in touch with
how you feel about your current circumstances. Are your
feelings taking you in the direction you want to go?
In order to take full responsibility and move forward into
the future we want, in order to be free, we have to ask our‐
selves often that one important question. “Which do I honor
the most my circumstances or my freedom?” “Do I honor my
problems, and the life I may be living now or do I honor my
vision of the life I want to live?”
Taking full responsibility is where your freedom begins.
The next step to having freedom is to get clear about
what you want in your life. We’ve already discussed this to
some degree but it’s vitally important if you want to be free.
Where do you want to go? Who do you want to become?
What do you want to have? These are all questions we should
ask ourselves often.
So what do you want? Have you defined your compelling
why? What compels you to want to start your own business,
to be a success with your business? I’m sure that having
freedom is part of what compels you to do something more,
isn’t it?
Why do you desire freedom?
What does freedom mean to you?
Why is freedom important to you?
These are the questions we should have answers for.
If you could do anything you wanted without restrictions
what would it be? When you truly get the answer to that
question you’ll know what freedom means to you. And with
that you’ll know what drives your business. It’s not the
money you want to earn, it’s the freedom that the money will
bring that’s important, isn’t it?
If you could design your life from the ground up without
restrictions how would that look? That is freedom.
Begin with a perfect day. What would a perfect day look
like for you? That is freedom. And if you can have perfect
freedom for a day you can have it for a lifetime. All you would
have to do is just design a series of perfect days.
How about a perfect week? What would that look like?
How about a perfect month or year? When you can know
that you’ll know freedom.
Be careful not to design your perfect life around “need.”
Need creates desperation. And with that comes only survival.
What does true freedom mean to you? That creates inspira‐
tion and with that comes strength.
Remember that opportunity always shies away from
“need.”
Clarity is the key. What do you want? How do you want
your life to be? And more importantly how do you want your
life to “feel?” That is your true freedom.
The next step to freedom is to let go of the past. The past
is the past. The future is the future. Neither exist, do they?
Only the present exists. It’s where the action takes place in
our lives. It’s where our lives are taking place. You can’t build
a current successful business on a foundation of past mis‐
takes and old beliefs or upon anxieties about what the future
holds. The past is over. Get over it! The future doesn’t exist.
Why go there? In the present is the only place you’ll find suc‐
cess and true freedom.
• Freedom and Responsibility are inseparable. You can’t
have freedom without taking responsibility.
• The present moment is where the action is! The past
and future do not exist.
299
Chapter XXIII
Letting Go
“Continually clarify your vision to be sure it is exactly what
you want. Be sure to enter into your endeavors only with those
who share your enthusiasm. This will bring you the support
necessary to accomplish your goals.”
Jim Britt
In order to truly live in the present we must to let go of
the past. We must let go non‐production experiences of the
past, failures, mistakes, and so on, in order to move into an
abundant future where we can know freedom.
Having freedom in most cases may also require money.
Doing what we love instead of what we feel we have to do
often times requires having some degree of financial stability,
wouldn’t you say?
Having peace of mind requires having the money to meet
our financial obligations.
Having time freedom requires having the money to meet
our financial obligations as well.
In order to have money however, we must first let go of
our old programs that revolve around any restrictive beliefs
we have about money. We all have them otherwise we’d all
have more money. We’ve all heard those famous quotes.
“Money doesn’t grow on trees.”
“Money is the root of all evil.”
“It takes money to make money.”
“There’s not enough to go around.
Bet you’ve heard some of those, haven’t you? The ques‐
tion is which ones if any have you made a part of your own
belief system?
Sometimes people start something new and they are
really motivated to get their new business rolling and make a
lot of money and they say they are totally committed and you
can count on them as one of your key people. Then for some
unknown reason they just don’t follow through or they just
simply disappear. Why do you think that is? Did the fear
birds get them?
It’s their self‐imposed limitations and beliefs that got
them! Maybe they had tried a business before in the past
and it didn’t work so now they’re experiencing doubt about
this one as a result.
When we carry around self‐imposed limitations about
success or money there is no room for new results to hap‐
pen, no room for money, no room for success.
In order to have money we have to love money and love
making money.
Look at it this way. There are only two emotions fear and
love.
Which emotion do you have toward money? That’s the
real question… and the real answer as well. Which do you
Letting Go 301
have about the success of your business? Are you “In love”
with what you want to accomplish or are you “In fear” of not
being able to accomplish it? Are you “In love” with making
money or “In fear?”
If we look in our bank account we can see how we feel
about money. If we look at our current level of success we’ll
know how we feel about success as well.
Is it possible to have a lot of money, or success and fear it
at the same time? No, of course not! If it takes money to have
freedom can you fear money and have freedom? No, I don’t
think so.
As human beings we create on three basic levels: our
thoughts, our language and our behaviors.
As we begin to think we start the creative process. All
creation begins with an idea and an idea is simply a thought.
As we begin to add emotion or feeling to an idea or
thought we begin to create on even a deeper level. We are
putting energy into motion. We are putting creative energy
into the thought or idea.
As we verbalize our thoughts the creative process begins
to take on a new level or a new energy, or a new motion.
Our thoughts, plus our language will begin to influence
our behavior which takes the creative process to a whole
new level, thoughts, plus words, plus actions.
As we begin to act in a certain way a result is then pro‐
duced. The results we produce will always come from the
actions we take backed by our thoughts and language. If we
take action from a place of fear we will produce results that
will show us more of our fear. Just observe yourself closely
for a day and you’ll see what I mean. Watch your thoughts,
language, actions and results for a day and see if they are in
alignment.
As we produce results, a feeling is created, which sup‐

ports our original thought or idea. It adds motion or creative
energy to the original thought. If our thoughts are unfocused
or unclear that means we have unclear goals. Unclear goals
will produce unfocused action which brings forth unfocused
results. In other words without being clear about what we
want we are putting lack of clarity into motion and attracting
more of the same.
Unfocused actions will produce unfocused results. Lack
of positive results produces a feeling of doubt and uncer‐
tainty…or fear. The feeling produced supports our old belief,
or our fear, which then produces more unfocused thoughts
each mutually supporting the other.
Over time and with repetition here’s what happens.
1. Our thoughts support our feelings.
2. Feelings attract circumstances into our lives.
3. Our circumstances support our beliefs.
4. Our beliefs influence our behavior.
5. Our behavior always produces results.
6. The results we produce support our feelings and
influence our thoughts once again.
That’s how we sometimes get caught in the trap of not
knowing what to do next. On the other hand if we under‐
stand the process and have all these elements in correct
alignment success is produced.
Thoughts are the means by which we choose the direc‐
tion we want to go. But, with all the input we experience
daily it’s no wonder we’re off track a lot of the time.
The thought is not the real problem though. It’s the fear.
It’s the non‐supporting belief that influences the feeling, that
influences the thought, that influence our behavior that
becomes the problem.
Letting Go 303
When we think something long enough we eventually

begin to believe it. When we believe something, we usually
verbalize it, which creates on an even stronger level. And
when we believe something and verbalize it we begin to feel
it. And as we feel it we begin to act on it and then attract it
into our lives. And with that it strengthens the original belief.
I would urge you to take a realistic look at your own life.
Do you have any repeating patterns or habits that are less
than productive?
Have you ever asked yourself these questions?
“Why does this always happen to me?”
“Why do I keep attracting these kind of people into my
life, or into my business?”
“Why do I “almost” make it then fail?”
“Why do money and success keep eluding me?”
“Why do others make it big, and I can’t?”
Do any of these sound familiar? If so, you have non‐pro‐
ductive beliefs and habit patterns that you need to deal with.
The question shouldn’t be “Why?” The question we
should be asking ourselves is “How?” How do we make a
change? When we stay focused on the “why” something’s
not working we only produce more of the same. And when
we stay focused on the ‘how” it can work we produce more
of the same as well.
So the real question we should be asking ourselves is
“How do I change my non‐supportive beliefs?”
You challenge it by asking yourself, “How did I come to
believe this?” “Who taught me to believe this way?” “What if
they didn’t know?” “What if it’s not true?” And when if you
discover a belief that is counter productive, ask yourself,
“Who would I be without this belief?” “Is there any reason to
hang onto this belief that isn’t painful or stressful?” “Is this
belief taking me in the direction I want to go?”
You wouldn’t think of coming to a red light with a sign
that reads, “Right turn on red after stop,” and not stopping
before you proceed, would you? The same should apply to
your life and your business. Stop. Observe the signs. Should I
proceed or should I take a new approach? That’s how you
change! That’s the only way to change!
Think of something that is not working in your life as a
red light flashing, indicating that it’s time to stop and con‐
sider a new approach before proceeding. Look at your “Red
lights” as an alarm clock! Time to wake up! Time to take a
new look! Is this thought, feeling, belief or action supportive
or not? If not, let it go and take another approach!
This will be a critical part of your success.
We don’t need to add more ideas to keep us motivated.
That’s not the answer. Motivation is easy. Anybody can get
temporarily “pumped up.” What we all need to do is to “self‐
correct” by seeing the truth of our situation, let go of what
de‐motivates us and then move forward in a new direction!
Choice is the key. It’s always a choice to hang on or to let
go and move forward!
Stop right now and think of something that makes you
feel non‐resourceful or stuck in any way, something that is
blocking you, a fear, a past failure, anything that holds you
back. The question is “Does this feeling support my vision of
how I want my life to be, or how I want my business to turn
out…or not? Is this action I’m taking or about to take moving
me closer to what I want or further away?”
Hanging on is what keeps us stuck in our circumstances.
Letting go of the old is what lets us move forward into the
future we want.
The next requirement for having freedom is courage.
Letting go and doing something different requires courage.
• Courage is the first step to freedom.
Letting Go 305
• Courage is the first step to taking responsibility.
• Courage is the first step to seeing the truth.
• Courage is the first step to letting go.
• Courage is the first step to living your full potential.
• Courage is the first step to having your success come
alive in your business.
The opposite of courage is fear. Which do you honor
most?
Fear is simply this. It’s taking a past experience, project‐
ing it into the future with the anticipation of it happening
again and then experiencing it in the present. It’s creating a
vision in your mind of something that you don’t want to hap‐
pen again. But here’s the problem. Your visions always
become reality. It’s “The Law of Attraction.” It never fails. We
either apply it consciously and on purpose or unconsciously
and without purpose. Either way it always works.
What do you fear? Which do you honor most, your fear or
your freedom and the success of your business? What fear
do you need to let go of?
When you no longer have fear you will no longer need
courage. It will simply become a natural act based upon your
clear vision.
• To truly live in the present you must let go of the past
and future.
• Courage is the first step to letting go.
• Challenge all beliefs to see if they are true for you.
• You can’t fear money and have it. To have money you
must let go of your fears about money.
• The present is where the action takes place.
307
Chapter XXIV
Being Your Best
“If you become obsessed with the attainment of your personal
desires you will ultimately be cut off from the support of oth
ers. The actions you take that are directed toward the welfare
of others will always bring you good fortune.”
Jim Britt
I’d like to share a series of short stories. These are stories
of what happened to me during my early years in business.
My first real job was working in a gas station. I never had
a vision of being in my own business or any other vision for
my life, at least not consciously. I was a gas station attendant
and that was it. I worked sixty hours a week. I got paid $1.00
per hour and my take home pay was $52.10 a week. I
believed that I was the best gas station attendant in the
whole world. I was really good and I knew it. When a cus‐
tomer would come in I would give them the best service that
they had ever gotten anywhere. I would greet them with a

smile and ask them how I could be of service to them today. I
would check their oil, check the air in their tires, wash their
windshield, sweep out their car, etc., and then ask them what
else I could do for them. When I would bring back their
change, I would enthusiastically thank them and tell them
how much we appreciated their business and to please come
again. I thought I was the best gas station attendant in the
whole world. I was the best!
There was a man who worked with me. We’ll call him
Mac. He was a habitual complainer. He complained about
everything. When a customer would come in he would com‐
plain, “It’s too hot,” “It’s too cold,” or “Don’t they know that it’s
closing time?” “Don’t they know that this is a holiday?” Sev‐
eral times daily, Mac would say, “One of these days I am get‐
ting out of here. I hate this job.”
When Mac would go out to greet a customer he would
never ask, “May I help you?” He would simply walk up to the
car and say, “Yip!” What does that mean? And when he
would take back their change he would just plop it in their
hand and walk away. He would never check the tires or wash
the windshield unless he was asked to do so and then only
with some pained look on his face.
One day I had gone through my whole service routine
with a customer and brought him back his change. As I
walked away he got out of the car and asked, “Excuse me
young man, but could I ask you a question?” I said, “Sure.”
And he asked, “What are you doing working in this gas sta‐
tion?” I said, “Well it’s my job.” “And you are very good at it
too,” he said. “You’re the only one here I will even let wait on
me. In fact,” he said, “I won’t even let ‘that guy,” pointing to
Mac, “wait on me at all!” He said, “I live on the other side of
town and there are gas stations over there, but I like having
Being Your Best 309
you take care of me.” “You’re my man,” he said, “I even know
your days off and I don’t get gas on those days.”
I said, “Really?” I had no idea anyone felt that good about
my service except me.
He went on to say, “You have a lot more on the ball than
working in this station.” He said, “You ought to be working in
the factory on the assembly line.” “The factory” I said, “I could
never qualify for that job because I don’t have a high school
diploma.” He explained that he was one of the supervisors
and that he could arrange for me to be hired if I could pass a
simple dexterity test. I passed the test with flying colors and
got the job!
Now I’m working in the factory. I got a raise to $1.67 an
hour. What I didn’t realize was that I only got to work forty
hours each week instead of my usual sixty at the gas station.
I still took home about $52.00 each week. Well it was shorter
hours for the same pay and I got to work out of the weather.
The thing I noticed almost immediately was that almost
everyone I worked with complained about their job just like
Mac did. There were just a lot more of them. They com‐
plained about the hours, their shift and whom they had to
work beside. They complained if they had to work some
overtime. They complained if they didn’t get to work over‐
time. They looked for things to complain about.
At the factory I wired certain types of circuitry. For each
part of the job you performed you would be given a certain
amount of time to complete the job. Then you were rated on
an efficiency scale based on the job you performed. With
over 85% efficiency they couldn’t fire you. Over 100% you
got placed into a bonus pool where you received a monthly
bonus that was based on the whole group’s rating. No matter
how good any individual might be there was very little bonus
earned because of the low performers. But it was better than
nothing and I accepted it graciously.
After about a year of working in the factory I became the
number one worker. I sometimes did the job of over four
people. I could produce over thirty‐two hours of work in
eight.
I never had a thought or a vision of something better. I
was a factory worker. I liked my job and was good at it. In
fact I took a lot of pride in being the best. I may have had
those “Some day” hopes and dreams but never anything con‐
crete as far as what I wanted for my future.
One day someone approached me and said, “Hey Britt,
are you going to work in this factory the rest of your life?”
I said, “I don’t know, maybe.”
He said, “Why don’t you come to this meeting with me
tomorrow night? It might be something we could both do
part time and earn some extra money.”
I told him “No” I didn’t want to take my night off to go to
some meeting I knew nothing about. We went back and forth
several times until he said the magic word. “If you’ll go with
me I’ll buy the beer after the meeting.”
I agreed to go but not for the meeting but for the free
beer!
In less than a week I was full time in the soap business. I
struggled for over a year and just couldn’t make any money.
In fact, as I stated in the first chapter, I ended up losing every‐
thing I owned trying to figure out how to sell my product and
to build my business. I “Recruited” a lot of people but didn’t
know what to do to help them start their business so they
were ending up just like me, broke.
I was five days from living on the street. I had lost my
home. I had no money to rent a place. I had no food in the
house. I had no furniture left. My telephone had been discon‐
Being Your Best 311
nected. Both my cars had been repossessed. You could say
that I was down and out to say the least. But I still had my
soap and the fire in my gut to become more!
In the next few days a series of miracles took place. I had
a place to live, furniture, a telephone, a car to drive, some
money in my pocket, and a place to store my soap.
The first miracle was when my sponsor quit the busi‐
ness. The second miracle was when my sponsor’s sponsor
took over. He came to town right away and started working
with me. He helped me to correct just one major thing I was
doing wrong and my business started to skyrocket and my
income along with it! With each month it continued to
increase. Within six months I had become the best soap
salesman in the world. I could sell soap to anyone! In fact I
still have some if you need any! Just kidding! Within six
months my income had gone from right around zero to earn‐
ing each month more than ten times what I had earned at
the factory each year!
I later found myself in the seminar business where we
marketed tickets for live events. One day someone asked me
if I would present a speech. I said I would. The speech was a
few months away. But as soon as I said “Yes” fear took over
and I promptly went outside and threw up. I was literally ter‐
rified.
The day finally came. Long story and a lot of fear later I
presented the speech. I have no idea what I said. All I know is
that I was terrified to the core. After the talk I left immedi‐
ately and went to the car and sat to regain my composure.
I said to myself, “Never again, never again will I ever feel
that way.” I had one of two choices to make. One was to never
do it again, which definitely occurred to me. And the other
option was to do it often until I got good at it.
I chose to do it often. I went to our regional meeting
where we had several hundred sales people marketing semi‐
nars and told them that I would present presentation for as
many groups as they could book me for up to three a day.
Over the next five years I must have presented 1,500 presen‐
tations.
My speaking career continued to increase. Now I haven’t
heard all the speakers in the world but last year I did receive
the speaker and trainer of the year award in this industry. I
may or may not be the best but in my mind I am.
A few years ago I wrote my first book. It’s called “Rings of
Truth.” Guess what? It’s the best book that’s ever been writ‐
ten! In fact, I received a call from a publisher in Norway who
had been publishing self‐help books for the past twenty
years. He said, “As you can imagine being in publishing and
having published hundreds of books in this field that I’ve had
the opportunity to read thousands of self‐help books.” “In my
opinion,” he said, “Your book, Rings of Truth, is the best book
that has ever been written.” “And,” he said, “The most impor‐
tant book except for the Bible!” Darn! Guess I missed it by
one!
This book is my fourth book and I have since written
three more and guess what? You guessed it. It’s the best
book that’s ever been written. In fact all of my books are the
best books that have ever been written! And my next one
will also be the best book that’s ever been written!
Now, I tell you this series of stories for a reason. And it’s
not to brag about being the best gas station attendant, soap
salesman, etc. Here’s my point in all this. Be the best that you
can be at whatever you do! Here’s another way of saying it.
“When you do what you do with love, you’ll eventually have
only what you love in your life.” Give everything you do your
Being Your Best 313
best effort. Fall in love with what you are doing whatever it
may be.
I never planned to be the best gas station attendant. I
never planned to be the best factory worker. I never planned
to be the best soap salesman. I never planned to be in the
speaking field and receive an award for being the best in this
industry. I never planned to become a writer.
I never planned any of those things. But because I was
the best at the station someone invited me to work at the fac‐
tory. Because I was the best at the factory someone invited
me to a meeting. Because I was the best soap salesman
someone invited me to start speaking. Because I was speak‐
ing and training I gained the knowledge to write a book and
now multiple books.
Here’s my point. When you are being your best at what‐
ever it is you do it leaves you open for great opportunities to
come your way. Think about it. Remember Mac, the com‐
plainer? Who would you invite to work for you the best or
the worst?
Someone might come by and ask Mac, “What are you
doing working in this gas station, you shouldn’t even have a
job. You are a menace!” Opportunities don’t come by for peo‐
ple who don’t strive to be their best at whatever they do.
They may come by but they won’t recognize them because
they’re too busy complaining.
If you are going to build a business why not build the best
one that’s ever been built? If you are going to give a meeting
for your company why not give the best meeting that’s ever
been given? Why not? If you’re going to make a presentation
why not make it the best you know how to give? If you are
going to host a conference call for your company why not
make it your best call ever? It may not be the best, but that
doesn’t matter. All I’m saying is to make it your best! Why
not? You’ll be pleasantly surprised at the results you produce
when you do your best. You’ll be pleasantly surprised at how
it makes you feel. Remember, feelings are what attract cir‐
cumstances into your life, into your business. When you feel
good, good things happen.
“When you do what you do with love, you will eventually
have only what you love in your life.” That’s a powerful state‐
ment. Think about it as it relates to the “Law of Attraction.”
When you fall “In love” with working your business, being
financially free, being happy and fulfilled, having a better
relationship, presenting your business, or whatever, you are
putting the wheels in motion to attract the same thing back
into your life many times over! When you look at it in that
way does it not make sense to be the best you can be at
whatever you do? Even if you don’t like your job doesn’t it
make more sense to be your best so that you’ll be open for
better opportunities when they come along? If fact, if you
want a new opportunity in your life being your best at what‐
ever you are doing is absolutely critical!
Here’s why I know for sure that it works. Over twenty
years later I was back in that town. While I was there I
decided to stop by the gas station where I used to work. I
pulled up to the pump rolled down my window as this man
slowly walked out to my car. And as he approached, he said,
“Yip! Guess who? Mac! After over twenty years and still say‐
ing, “One day I’m going to get out of here.” What do you
think the odds are that someone will come by and ask Mac,
“What are you doing working in this place?” Or say that he’s
got a lot more on the ball than working here? I would say
slim to none.
Here’s the moral to the story. We attract who we are and
how we feel about who we are and what we do in life. “If you
do what you do with love, you’ll eventually have only what
Being Your Best 315
you love in your life.” This doesn’t mean that we necessarily
have to love what we do, but what I’m saying is to do it with
love, and there’s a difference. Another way of saying it is to
“Be the best you can be at whatever you do.” When you are
being your best, you are doing it with love. When you are
being your best you are in a resourceful state, which leaves
you wide open for new possibilities or opportunities.
The way I see it is when we become the best that we can
be at what ever we are doing the universe steps in and pro‐
vides us with a better opportunity to become even better. I
never even had a thought of leaving my gas station job, but
as soon as I had become the best gas station attendant in the
world (at least in my opinion), the universe went to work for
me. Looking down it said, “Well, there’s Jim Britt working in
that station and his vision is simply to be the best he can be.
It appears that he has reached his limits, so we better pro‐
vide him with a better opportunity to further his growth.
Let’s make him a factory worker and see how he does.”
Then as soon as I mastered the factory, it said, “Well. Let’s
give him a try as a soap salesman and see if he can master
that one!”
The way I see it is that if we haven’t discovered and
learned all we can where we are currently we don’t get to
move on to bigger and better things. That’s the reason some
feel stuck while others seem to be always moving on to better
opportunities. They haven’t learned all they need to in order
to move to the next level.
Again, “When you do what you do with love, you eventu‐
ally have only what you love in your life.” Think about that
statement!
If you observe your thoughts, feelings, emotions and
behaviors drifting in any way from being the best you can be
you should simply return to the present. This should apply
whether you’re mowing the lawn, building your business,

conducting a meeting, having a conversation with a friend or
having dinner with the family. If you observe yourself drift‐
ing away in any way then return to the present. In other
words, if you are at work you should be working. If you are
playing you should play! If you are spending time with the
family you should be there with the family. If you are exercis‐
ing you should pay attention to what you are doing. Wher‐
ever you are, be there! And wherever that is, play full out
and be your best!
• Be the best you can be at whatever it is you do.
• When you do what you do with love, you will eventu
ally have only what you love in your life.
• Decide what you want and then love it into your life.
• Wherever you are… be there!
319
Chapter XXV
The Beginning
“Your life can be different at any moment you choose to
change your choices.”
Jim Britt
OK, now you have all the tools to get started. You have
written your realistic and attainable goals and made them an
integral part of your life. You have clarified your “compelling
why.” You know the real “essence” behind what you do. You
have developed a plan for achieving your goals that revolves
around building your business. You know what inspires you.
You know your strengths and weaknesses and you use that
knowledge to keep yourself enthusiastic and on top.
You know what the network marketing business is about
and how to go about building your own business within the
framework of your chosen opportunity. You know how to
prospect, how to present your products, what to say to peo‐
ple, how to ask questions and listen, how to utilize your
sponsor’s help to follow‐up with 3‐way calling. You know
what to teach the people you sponsor in order for them to be
a success themselves. You know how to become a leader who
inspires others. You know how to let go and manage your
fears. You know what freedom means to you. Yes, you’ve got
all the tools needed to get started and to be successful. Now
all you need is the courage and determination to use them
and that has to come from you.
If you aspire to achieve great things in this business you
must be willing to put forth some serious effort. You must
make it a priority to succeed. Never forget “The Law of
Attraction” and “Those who do the work earn the pay.”
Your effort should center on the basics, and that is seeing
the people, sharing products and business opportunity and
teaching others to do the same. If you talk to people every day
about your products and/or opportunity, using the Six Daily
Actions, and teach others to do the same, your business will
flourish! In fact you won’t be able to keep it from growing.
It’s the Law of Attraction!
Your company will provide you an on‐going system of
business, marketing and support where you can develop at
your own pace. Now it’s up to you. Do not procrastinate. Do
not put off the application of these principles for success.
They worked for me, they have worked for hundreds of
thousands of others and they will work for you too! Do not
leave for tomorrow that which should be done today.
Why not you? Don’t you feel that it’s your turn to suc‐
ceed, to be in the top 5% financially free?
Don’t you feel it’s your turn to have the personal freedom
you’ve always dreamed of having?
The Beginning 321
Why not you, getting up in the morning joyful, excited
about the events of the day, looking forward to working for
yourself and for your goals?
Why not you, owning your own business and being your
own boss?
Why not you, creating for yourself and your family a
brand new life and maximizing your freedom of choice?
Why not you, having your dreams come alive in the
present and not some far distant future?
Why not now? Why wait another day? You’ve now got
the knowledge. All you have to do now is to invest the time
and put forth the effort.
Remember, it’s not what happens to you that controls the
quality of your life, it’s what you do about what happens that
counts.
Why not you, living your dream? And why not now? If
not now, when? Don’t wait another day to start creating your
success story and living your dream.
Success is Reserved for the Lucky Few
Do you consider yourself “Lucky?” That’s the one last and
most important thing you will need to become successful.
Are you feeling lucky? Sounds like the lottery, doesn’t it?
Let me explain. Let’s say that you are working at your
real job in a high rise office building. Your office is on the
lobby level overlooking the elevators. Every day there’s a per‐
son whom you know to be a huge networker that knows a lot
of people. You just know in your gut that if you could ever
get a chance to talk with him for just a minute he could be the
key to your success.
Every day you see him with his driver and body guards
pull up to the front curb. He gets out with his body guards
and gets into the elevator and goes to the pent house level on
the top floor. And every day you keep saying to yourself, “If I
was just lucky enough to meet him it would be the best day
of my life!
Here’s how you get lucky. GET ON THE ELEVATOR!
That’s how people become successful. That’s how people
build a network marketing business. They create their own
luck by GETTING ON THE ELEVATOR!
Money Making Power Tip
• Remember the “Law of Attraction.” Those who do the
work earn the pay!”
• Get on the elevator!
317
About Jim Britt
Jim Britt is an internationally recognized leader in the
field of peak performance. He began his career in network
marketing over three decades ago. Today, he’s considered
one of the leading Peak Performance coaches, trainers and
experts in the network marketing industry.
Throughout the World, Jim has presented seminars on
self‐discovery, network marketing, and all aspects of peak
performance to audiences totaling more than 1,000,000 peo‐
ple.
His background in network marketing includes all levels
of experience. He has built large distributor organizations
and consulted and trained with more than 300 companies.
Jim is author of numerous books including "Rings of
Truth", "Unleashing Your Authentic Power," “Money, How to
Earn it, How to Make it Grow,” "Freedom" and his latest best
seller, “Do This. Get Rich!”
In this book "Mastering the Art of Network Marketing"
and his workshop by the same name he offers participants a
proven, no hype, no nonsense approach to becoming and
remaining a super achiever in the industry.
In addition to his extensive experience in network mar‐
keting, Jim has served as President of Dr. Denis Waitley’s
Psychology of Winning, President of Dr. Maxwell Maltz’s Psy‐
cho Cybernetics International, and Vice President of Jim
Rohn’s Adventures in Achievement.
His unique combination of personal style and message
content impacts everyone. He will ignite the imagination of
every reader or seminar participant for becoming all they
can be.
Jim is more than aware of the personal challenges we all
face in every area of our lives in making adaptive changes for
a sustainable future.
Personal Note:
Although I am not personally active with building an
organization, because of my involvement in the network
marketing and entrepreneurial fields, I am often exposed to
many great opportunities, products and companies.
If you are not currently involved in a business and you
would like a personal recommendation of the "hottest" up‐
and‐coming companies or opportunities, or a personal refer‐
ence to a top leader within these companies, please email me
your contact information and I would be happy to help you in
any way I can.
Email me your name, address, telephone, email, best time
to reach you, and the type of companies that would interest
you most. Any background information on yourself and your
experience in the industry would also be helpful.
Email: info@jimbritt.com
Mailing: 10556 Combie Road, Suite 6205
Auburn, CA. 95602
Telephone: 888‐546‐2748
Web Site: www.jimbritt.com
319
Books, CD’s and Training Materials
by Jim Britt
Rings of Truth
368page hardcover edition
A visionary novel based on a true story, about Jim Britt's
journey to find truth, happiness and himself. It is literally
packed with life lessons, principles and examples that are
truly life changing.
Unleashing Your Authentic Power
305page paperback
How to unravel outdated beliefs and self‐imposed limita‐
tions. You'll find simple yet powerful methods that will allow
you to let go of a painful past, release fear, anxiety and other
emotional blocks that hold you back.
The Power of Letting Go—Home Study Course I & II
16—60 minute CD’s
You’ll discover the secrets for letting go of the baggage
you’ve been carrying around for years…Baggage that has
kept you from having the success, money, health, fulfillment
and happiness you’ve always wanted. You will experience a
powerful journey of self‐discovery and personal change that
will touch every area of your life.
Vision Becomes Reality
55minute DVD
We can only achieve great things when we stop clinging to
out limiting beliefs. Discover how you can transform out‐
dated limiting beliefs into productive ones and start achiev‐
ing your goals with consistent accuracy.
Mastering the Art of Network Marketing
10—60 minute CD’s
Learning to be successful in network marketing is no differ‐
ent than learning any other skill. There are certain things
that work and others that do not. Those who are "super
achievers" in the industry come from all walks of life.
Regardless of their background they all have several traits in
common. This program will show you step‐by‐step how to
develop those winning traits for success.
Mastering the Art of Network Marketing
Jim Britt’s live oneday seminar 8—60 minute CD’s
In this power packed program you’ll gain clarity about your
exciting future in network marketing. Some topics include
prospecting, overcoming objections, sponsoring, team build‐
ing, leadership and much more! You’ll learn about the Six
Daily Actions that will drive your business to the top!
Freedom, Letting Go of Anxiety and Fear of the Unknown
279page paperback book
This book offers practical tools that can be used to manage
your life, your emotions and feelings. It will give you tools for
dealing with fears, anxiety, grief, etc. and for living life to the
fullest from this day forward.
Do This. Get Rich!
12CD Program
This program provides straight forward, powerful tools for
achieving financial success. You will gain the skill sets
needed to create, build, and succeed as an entrepreneur, as
well as a practical framework from which to handle everyday
personal, business and financial challenges. It will provide
you the strategies needed to develop the “mindset” and “men‐
321
tal toughness” necessary for succeeding financially in today’s
world.
Do This. Get Rich!
275page hardcover book
In this Best Selling book you’ll learn the real difference
between someone who earns $50,000 a year and someone
who earns $500,000 or even $5,000,000 a year, and how you
can do it too. It provides a "cure" for a lean bank account and
limited success, helping you to "stamp out" financial lack and
guide you toward financial freedom.
Coaching and mentoring Program for
Network Marketers
This program offers you a way to measurably improve your
performance by receiving cash producing business strate‐
gies every week? Each week you will receive lessons that
will offer powerful, thought provoking, result producing
insights designed to improve your performance both profes‐
sionally and personally and put cash into your pocket
quickly!
Seminars and Workshops
• The Power of Letting Go Workshop
• Rings of Truth Retreat
• Mastering the Art of Network Marketing One‐day
Seminar
• Mastering the Art of Network Marketing Two‐day
Leadership Workshop
• How to Be Rich Two‐day Workshop
• Key Note Presentations
• Custom Training Programs
To Contact Jim Britt:
Web: www.jimbritt.com
Email: info@jimbritt.com
Mailing: 10556 Combie Road, Suite 6205
Auburn, CA. 95602
Telephone: 888‐546‐2748
Web Site: www.jimbritt.com

Money Making Power Tip

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Money Making Power Tip

Uploaded by

Copyright:

Available Formats

Rave Reviews

"My people were literally blown away with the transforma­

"Jim’s training materials offer something for everyone, from

entrepreneurs. And then somehow the right time never

You have made a decision to join a business. Why not

remain open to learning better, more efficient methods, if

designed to distract themselves and others from the real

Every time you act upon that thought the underlying

The money I’ve earned has been beyond my wildest

freedom. You may have tried other opportunities your‐

All I’m saying is that it’s a viable vehicle if you find the

average person an option that they might not otherwise

Simply put, if you develop a millionaire mindset, you will

you have doubt because doubt creates uncertainly and

Having complete clarity creates self‐confidence. It will

Your business success will begin and end with your

wants to join network marketing they want the benefits of

“believe” I am going to be successful in my business. I

who aren’t distributors. But unlike traditional business in

word‐of‐mouth, person‐to‐person approach. That, along

Friends and acquaintances can help you get your busi‐

Hotel personnel Printer Bellman

wouldn’t get a referral anyway. And you know what, with

That’s it! That’s your six months to six‐figure income

is always changing. The following are some examples. You

In today’s network marketing world many companies

plan has developed thousands of part‐time people who are

On your prospect’s side they may have three primary

Your attitude, how you carry yourself, your language,

She hesitated for a moment then answered, “Sure, why

That’s how you build emotional bonds. That’s how you

opportunity, an opportunity to develop a relationship with

united with a common cause. They have fun together and

Sponsoring is like fishing. And to a fisherman/woman

You are looking for enthusiastic coachable people who

your business opportunity. Your customer will detect your

You don’t want anyone who doesn’t have a desire to

want to keep the conversation and your presentation

When you enrolled as a distributor with your company,

Sometimes new Distributors hesitate following up for a

Respond to his/her objection using this proven tech‐

meeting those whom you haven’t had previous contact as

When a new distributor has initial success, will they

Paint Pictures. He knew more about my goals and

About three months later I received a check for about

Effective leaders inspire themselves and others to aim

secrets of effective leadership. Your followers mirror the

and for how they perform. They take full responsibility for

the potential to produce. So focus your efforts where it

Leaders Study Opportunity. They know that every

ing. Everyone wants to be appreciated, the person

Ask yourself often, “Are my distributors achieving their

want to be a success in your business, financially free or

Your inner development is never complete. Every

What do we take responsibility for? There are several

As we produce results, a feeling is created, which sup‐

When we think something long enough we eventually

they had ever gotten anywhere. I would greet them with a

whether you’re mowing the lawn, building your business,

You might also like

"My people were literally blown away with the transforma