I bet you have been thinking about what to teach your potential leaders, haven't you?
>> Could we be teaching the wrong things? In order to know what to teach distributors to build them into leaders . . . we first must identify the true difference between leaders anddistributors.
What is the difference?
* Are leaders taller?
* More handsome or more beautiful?
* Live in better neighborhoods?
* Drive different types of cars?
* Memorize presentations more accurately?
* Have outgoing personalities only?
* Self-starters?
* More focused and driven?
>> Here is the real difference.
The only difference between leaders and distributors is how they think. In every situation or problem, a leader will think differently than a distributor.
Aha! So if we can train our distributor to think differently when problems, challenges, or situations arise . . . then we'll have a fully trained leader. Great!
How are we going to do this?
We will make a list of problems, challenges, and situations and write down:
1. How a distributor would think, and
2. How a leader would think.
Once we've completed our list, we'll start training our potential leader, the person who passed the leadership test from last issue.
When a problem, challenge, or situation arises, we'll take our potential leader aside and say:
'There are two ways to think about this - as a leader and as a distributor. Let me show you the difference.
Then we'll methodically explain the difference between the two ways of thinking. A potential leader can't learn what he doesn't know. We must give him the knowledge so he can learn this new type of thinking.
If we don't do this, your potential leader will never develop, will flounder aimlessly, and will attempt to learn and memorize all kinds of nice information that won't help him to become a leader. Your potential leader will become frustrated!
Here's what happened to me. Back in 1974, I'd been in the business a couple of years and desperately wanted to be a leader. A famous leader with our company came to town and said:
'I'm going to show all of you how to become leaders.
'Now, I'm excited. So there I'm sitting in the front row - well, actually I'm in the second row because I don't want to be called on or volunteered for anything.
The famous leader tells our group this:
'If you want to be a leader, be more positive.
I'm sitting there thinking:
'Could you be a little more specific? That doesn't help me at all. There's nothing tangible that I can grasp. I've been trained to be a good employee all my life. My teachers told me to get a good job. My employer says to work hard and I can get promoted to a better job. I think like an employee and you have to tell me exactly what to do.
'I left that meeting pretty frustrated. I didn'tget the knowledge and information I needed tochange. The worse part was that I didn't know whatto change in order to become a leader.
>> Do your potential leaders suffer the same frustration?
If they do, let's solve their frustration and teach them exactly how and what to think in every problem, challenge, or situation. The best way to show you how this works is to give you some practical, everyday examples thatyou can use right away. Let's get started.
Imagine that you sell a product. You go next door and sell some product to your neighbor. You come back home, order the product from the home office and . . . it's on backorder!
If this happened to you, what would you think? Would you think:
'This is terrible! I took my neighbor's money and didn't deliver his products. He is really going to be mad at me. And then he'll tell everyone in the neighborhood that I am dishonest. My reputation will be ruined. I'll never be able to show my face again. Everyone in the neighborhood is going to laugh at me. My company can't even keep the products in stock. That's a simple job. If the company can't even keep products in stock, well, they probably won't be able to pay bonus checks. They probably can't even hire and fire employees properly. In fact, I bet they don't even have employees - just a bunch of answering machines. The company is going to collapse. And Western civilization as we know it will collapse! This is terrible - I quit!'
>> Would you characterize this as leadership thinking or as distributor thinking?
It's obvious - this is distributor thinking and you would get distributor results because of this thinking. So just what would a leader think about this?
>> Could we be teaching the wrong things? In order to know what to teach distributors to build them into leaders . . . we first must identify the true difference between leaders anddistributors.
What is the difference?
* Are leaders taller?
* More handsome or more beautiful?
* Live in better neighborhoods?
* Drive different types of cars?
* Memorize presentations more accurately?
* Have outgoing personalities only?
* Self-starters?
* More focused and driven?
>> Here is the real difference.
The only difference between leaders and distributors is how they think. In every situation or problem, a leader will think differently than a distributor.
Aha! So if we can train our distributor to think differently when problems, challenges, or situations arise . . . then we'll have a fully trained leader. Great!
How are we going to do this?
We will make a list of problems, challenges, and situations and write down:
1. How a distributor would think, and
2. How a leader would think.
Once we've completed our list, we'll start training our potential leader, the person who passed the leadership test from last issue.
When a problem, challenge, or situation arises, we'll take our potential leader aside and say:
'There are two ways to think about this - as a leader and as a distributor. Let me show you the difference.
Then we'll methodically explain the difference between the two ways of thinking. A potential leader can't learn what he doesn't know. We must give him the knowledge so he can learn this new type of thinking.
If we don't do this, your potential leader will never develop, will flounder aimlessly, and will attempt to learn and memorize all kinds of nice information that won't help him to become a leader. Your potential leader will become frustrated!
Here's what happened to me. Back in 1974, I'd been in the business a couple of years and desperately wanted to be a leader. A famous leader with our company came to town and said:
'I'm going to show all of you how to become leaders.
'Now, I'm excited. So there I'm sitting in the front row - well, actually I'm in the second row because I don't want to be called on or volunteered for anything.
The famous leader tells our group this:
'If you want to be a leader, be more positive.
I'm sitting there thinking:
'Could you be a little more specific? That doesn't help me at all. There's nothing tangible that I can grasp. I've been trained to be a good employee all my life. My teachers told me to get a good job. My employer says to work hard and I can get promoted to a better job. I think like an employee and you have to tell me exactly what to do.
'I left that meeting pretty frustrated. I didn'tget the knowledge and information I needed tochange. The worse part was that I didn't know whatto change in order to become a leader.
>> Do your potential leaders suffer the same frustration?
If they do, let's solve their frustration and teach them exactly how and what to think in every problem, challenge, or situation. The best way to show you how this works is to give you some practical, everyday examples thatyou can use right away. Let's get started.
Imagine that you sell a product. You go next door and sell some product to your neighbor. You come back home, order the product from the home office and . . . it's on backorder!
If this happened to you, what would you think? Would you think:
'This is terrible! I took my neighbor's money and didn't deliver his products. He is really going to be mad at me. And then he'll tell everyone in the neighborhood that I am dishonest. My reputation will be ruined. I'll never be able to show my face again. Everyone in the neighborhood is going to laugh at me. My company can't even keep the products in stock. That's a simple job. If the company can't even keep products in stock, well, they probably won't be able to pay bonus checks. They probably can't even hire and fire employees properly. In fact, I bet they don't even have employees - just a bunch of answering machines. The company is going to collapse. And Western civilization as we know it will collapse! This is terrible - I quit!'
>> Would you characterize this as leadership thinking or as distributor thinking?
It's obvious - this is distributor thinking and you would get distributor results because of this thinking. So just what would a leader think about this?
No comments:
Post a Comment