March 28th

That’s a great question. I’ve taken a different approach and would say I’ve looked at this industry a whole lot differently over the past year and a half, two years, than I’ve ever looked at it since the ‘90s, because it’s changed so much and you’re definitely a witness to that. You see exactly what’s happening.

1. One of the first things that I look at anything is not the compensation plan so much as the behavior that the compensation plan dictates.

What is the behavior that the compensation plan dictates that your company is in? Is it some crazy fear loss? You get 10,000 people that sign up because I got the strong leg, weak leg, orthopedic leg, leg with no kneecap, whatever the case may be. Can the person sustainably build a long-term business?

2. Secondly, is that person in a situation where they actually have a product or something that people will purchase if there was no business opportunity attached to it?

This is something that I really had to come to grips with here over the past year or so. Will people actually buy the product if there is no comp plan attached to it? If you really want to walk away with residual income, especially in networking, in networking, if you say I want to walk away five, seven even eight years from now, whatever, three years from now, you’ve got to be in the situation where people would still buy the product if there’s no comp plan attached to it.

So, would I go into the store and pay $45 for a bottle of juice right beside a bottle of Sprite? I doubt it. Would I pay ten times as much for one particular product when I could get it somewhere else? I doubt it. Would I buy a product that I wouldn’t normally buy? I doubt it. There are numerous different categories that this falls in. I’m not using the one particular category, but I think you’ve got to have that as well.

3. Thirdly, you’ve got to look at the recognition.

People forget why people get into this industry. People truly forget, all the way up to the owners of the companies, this is why a lot of them fail. They forget why people get into the industry. People get in for the money, but they stay for the feeling. They get in for the money, but they stay for the feeling. If this wasn’t fact you wouldn’t have people out there that, six, nine months or even a year and a half later, still in the company and haven’t made any money. Why is that the case? Why are they still hanging around? They’re around some glue in some way, shape or form. They’re around something bigger than who and what they are. People like to be around something bigger than what they are. They get in for the money, but they stay for the feeling.

Next thing I look at is…

  1. How much emphasis is the company putting on the compensation plan?
  2. How much emphasis is the company putting on the compensation plan?
  3. Is the company putting the emphasis on ever areas that every human being has a hot button in?

What I mean by that is, if you know that 15, 18% of the whole human race is motivated by money, if you’ve got a 30-minute presentation, when it comes down to you’re a direct selling company or network marketing business, are you spending 25 minutes on the money? Because if that’s the case you’re turning off a significant amount of people, because everybody isn’t motivated by money and this is where most people don’t get it.

When you have a company that says the compensation plan is this, the leadership levels are this and the product is this. We have philanthropy on this, the background is this or the credibility is this. When you are hitting every area, so talking about personalities, for example, I talk about fire, ice, wind and water. I break people down into four different personalities.

  • A fire personality is a motivated by money.
  • A water personality isn’t motivated by money, they’re motivated by philanthropy.

They’re motivated by helping, so what are you going to say when you talk to that person, you know what I meant?

  • That ice personality is motivated by facts.

They’re motivated by logic, don’t talk to them about a bunch of money give them the facts. Prove to them that it works and they’ll make it work. You’ve got to be able to talk to every single type of personality when it comes down to your product and to your company. How much focus is the company putting on the comp plan? Are they talking about everything? How many people in the company are really having success? That’s a big deal to me, because just like you, when you’ve got inside of anything that you’ve got inside of, you’ve absolutely, unequivocally crushed it. Personally sponsoring thousands of people that’s unheard of; nobody does that. It’s like insane numbers. Nobody can keep up with that type of stuff.

We get involved in things, and we go out and crush it. I’m known for, obviously, sponsoring a significant amount of people and building some teams at the same time, but the reality is, what about the average person? Can the average person come in that situation – that product, that service, that atmosphere, that background, that company or that leadership– and win? That’s a big deal to me.

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