This is the final lesson. I hope you have been taking great notes and completing the exercises.
So what's another story to change my thinking about price?
I'll use the 'Pizza Story' to reinforce my thinking.
It goes like this:
'Tom, did you ever order pizza? Did you ever feel like just taking it easy and not cooking an evening meal? Did you ever feel like picking up the telephone and ordering a pizza delivered to your home while you watched videos or television?
'Of course you have. Everyone orders pizza on occasion. But is that the most inexpensive way to have a pizza? No way. You're paying for someone else to prepare it and for someone else to deliver it to your home. That's definitely more expensive than preparing and cooking the pizza yourself, and definitely more expensive than purchasing a frozen pizza and cooking it yourself.
'So why do you spend the extra money? Taste? Better quality? Convenience? Comfort? And you probably spent two or three times as much money by not preparing it yourself!
'Whoops! You got me. Even I don't buy on price alone. And now my thinking edges just a bit closer to leadership thinking.
>> Can't think of any stories to use for your problems?
Well, why not borrow another story that I use?
Let's say that your new potential leader thinks this:
'It's still hard for me to become successful because my sponsor dropped out, only orders products, never calls, and all my upline are useless product users who don't want to build a business. There is no one to help me. I can't do it alone.
'Why not tell your potential leader this:
'Do we have any leaders in our company? Of course we do. If it takes a leader to sponsor and develop a leader, that means every leader in your company was sponsored by a leader. What are the odds of that? I don't know. Let's look.
'Then systematically go through all the leaders inyour company and see who really sponsored them into the business. I bet you'll both be surprisedthat most leaders were sponsored by somebody who didn't care, somebody who quit or just droppedout.
>> This is getting easy.
Yes, teaching your potential leaders new ways of thinking is easy. The hard part was knowing what to teach and how to teach it. But now you have the formula.You simply take a problem, and then figure out what distributor thinking is and what leadership thinking is for that problem. Then give them concrete examples and stories to gradually move your potential leader's thinking from distributor thinking to leadership thinking.Your potential leaders will believe their own conclusions.
You then end up with a person who thinks like a leader and therefore is a leader. This is a measurable, proven, efficient track to follow instead of just randomly saying,
'I'll build a relationship and hope this friendly distributor magically becomes a leader.'
>> My sponsor doesn't help me!
Want to know what else to say to a whining distributor who tells you,
'My sponsor doesn't help me?
'Try this. Say:
'And what exactly is it that you want your sponsor to do that you are unwilling to do yourself? Well, I hope you enjoyed this mini-leadershipe-course.
Please remember the three big steps wehave covered.
>>Step #1: Define what a leader is.
>>Step #2: How to find leaders.
>>Step #3: What to teach leaders.
As you see, building leaders isn't that hard once we know exactly what to say and exactly what to do.
So what's another story to change my thinking about price?
I'll use the 'Pizza Story' to reinforce my thinking.
It goes like this:
'Tom, did you ever order pizza? Did you ever feel like just taking it easy and not cooking an evening meal? Did you ever feel like picking up the telephone and ordering a pizza delivered to your home while you watched videos or television?
'Of course you have. Everyone orders pizza on occasion. But is that the most inexpensive way to have a pizza? No way. You're paying for someone else to prepare it and for someone else to deliver it to your home. That's definitely more expensive than preparing and cooking the pizza yourself, and definitely more expensive than purchasing a frozen pizza and cooking it yourself.
'So why do you spend the extra money? Taste? Better quality? Convenience? Comfort? And you probably spent two or three times as much money by not preparing it yourself!
'Whoops! You got me. Even I don't buy on price alone. And now my thinking edges just a bit closer to leadership thinking.
>> Can't think of any stories to use for your problems?
Well, why not borrow another story that I use?
Let's say that your new potential leader thinks this:
'It's still hard for me to become successful because my sponsor dropped out, only orders products, never calls, and all my upline are useless product users who don't want to build a business. There is no one to help me. I can't do it alone.
'Why not tell your potential leader this:
'Do we have any leaders in our company? Of course we do. If it takes a leader to sponsor and develop a leader, that means every leader in your company was sponsored by a leader. What are the odds of that? I don't know. Let's look.
'Then systematically go through all the leaders inyour company and see who really sponsored them into the business. I bet you'll both be surprisedthat most leaders were sponsored by somebody who didn't care, somebody who quit or just droppedout.
>> This is getting easy.
Yes, teaching your potential leaders new ways of thinking is easy. The hard part was knowing what to teach and how to teach it. But now you have the formula.You simply take a problem, and then figure out what distributor thinking is and what leadership thinking is for that problem. Then give them concrete examples and stories to gradually move your potential leader's thinking from distributor thinking to leadership thinking.Your potential leaders will believe their own conclusions.
You then end up with a person who thinks like a leader and therefore is a leader. This is a measurable, proven, efficient track to follow instead of just randomly saying,
'I'll build a relationship and hope this friendly distributor magically becomes a leader.'
>> My sponsor doesn't help me!
Want to know what else to say to a whining distributor who tells you,
'My sponsor doesn't help me?
'Try this. Say:
'And what exactly is it that you want your sponsor to do that you are unwilling to do yourself? Well, I hope you enjoyed this mini-leadershipe-course.
Please remember the three big steps wehave covered.
>>Step #1: Define what a leader is.
>>Step #2: How to find leaders.
>>Step #3: What to teach leaders.
As you see, building leaders isn't that hard once we know exactly what to say and exactly what to do.
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