A team that understands people and knows how to bond with prospects will always outperform the team that memorizes their presentation. Building a smart and nimble team can take time, but if you want a business that can withstand hard times and flourish in good times, you must be bullheaded with your determination to train and mentor people to think and listen instead of just memorizing facts.
In the Ultimate Sales Machine, Holmes gives us 6 steps to set you up for great follow-up after getting a client or enlisting a new member to your team. The 6 steps below are inspired by Holmes.
1 – Create rapport. What professional goals did you note during the first meeting? How can you help prospects achieve those goals? What personal tidbit, common interest, or funny story can you refer to later to remind them of your bond?
2 – Qualify and establish need. Do you understand prospects’ needs and objectives? What are the dreams and aspirations of your prospect? What are their most pressing problems and how can you solve them?
3 – Build Value. What do they consider valuable? What benefits or addons would appeal to them and build the value around your product or service?
4 – Create desire. What are their hot buttons that can increase their desire? What is the pain point that you can use to remind them of why they bought and why they will want to keep buying from you? Remember that people naturally gravitate away from problems toward solutions. Is their current career matching up to their dreams and goals?
5 – Overcome objections. What are their objections and how can you put them to rest? Do they really want to join your team or buy your product but a small obstacle is keeping them from doing so?
6 – Close. What closed them or caused them to join your team? Do you remind them with regular contact or product updates?
Superstardom knows no sex, age or color. Being a superstar in anything requires natural born talent or cultivation of talent over time. However, unless you were born with every skill needed to be a superstar at your chosen field, you are going to have to be like the rest of us and build your talents. Knowing how to identify potential superstars in your downline and how to develop your own skills to become a superstar are essential to becoming profitable. Here’s your warning: becoming a superstar in network marketing is not for everyone, especially for the wallflowers who must change their entire demeanor. I do believe it is possible for people to become very profitable with coaching and extreme determination, but it is not for the wimps.
Do you work in your business so much that you never work on your business? Are you in business or are you taking care of business? Are you determined to have level 43 teaching the same thing as level 2? If you want more time in the future, you need to invest in mentoring systems that will create leaders within your organization.
Most people say they are dedicated to real training, but they are not willing to put in the time to do it right up front. Consequently, they never have enough time to do what they want to do. Their business owns them, they do not own a business. If you don’t put the time in now, you will have even less time as your business begins to consume you.
A real training system must involve more live and automated weekly training followed up by mentors holding new marketers accountable to what they are learning. If you want your people to grow in skills and confidence, they must have interaction with mentors or upline on a regular basis, preferably 5-6 times a week. Without the interaction, your people will find other things to take up their time and energy. To turn an employee into an entrepreneur does not happen overnight, but it does and can happen.
Training without accountability will fail most of the time. To ignore that most marketers are not making a profit is just sticking your head in the sand. We need each other to succeed in almost everything. When we teach a new marketer a skill, we must reteach that concept again and again until it sticks. In addition to repetition, the new marketer must also have contact from somebody in the upline 5-6 times a week to ensure that the new concepts are being implemented.
As soon as a new marketer leaves a training, there is immediate falloff of skills or ideas taught. Skills improve in the short term, but will drop shortly thereafter. By teaching core principles on a consistent basis and repeated, skills improve now and become habits through repetition and accountability. When your marketers are saying the same thing on level 35 as they are on level 4, your message to future prospects is the same no matter where you go on the globe. You become less burdened because you were disciplined to insist on proper training through all levels of your organization.
Vital network marketing training concepts:
- Teach new marketers in small chunks each day through:
- A curriculum based Written Guide
- Course of 500 word short emails sent 5 days a week to new marketers with a daily action to assigned.
- Upline and Mentor accountability 5-6 days a week
- Video Curriculum – 3 minute teaching videos sent according to a curriculum once a week.
- Conference Call Curriculum – based upon the written guide.
- Automated tools for top mentors/leader distributors.
- 60-90 second calls 5 days a week to a building upline
- Mentor RSS feeds to show proper actions and “living the life” examples.
New marketers can succeed. We just need to understand marketers better to really help them. When your people have sharpened their skills, your downline and company will build better, faster and will be surprised you how much extra time you have. Chet Holmes says, “Train or feel the pain.” I agree, whether you are new or already have a big group, you better start real training now before your people leave you for someone who does.
I am happy, very happy. However, 2009 was a rough year and I was ready to give up on network marketing. The venture capital firm that funded our company decided to fire my brothers and me from the company we founded. They fired most of our employees and moved the company to another state. Many of us were left without a job or source of income because we gave them up to build our company. It was pretty rough. We were really surprised and hurt by the whole deal considering we were actually growing nicely and we worked it with passion for two years to get it up and going before they decided to take it over. Disappointed or not, we had to start over. Let me tell you why I am so happy now and give you some ideas on how to start over or reenergize after a dramatic emotional or financial setback.
Many people join network marketing to free themselves of a boss. The allure of owning your own business and being accountable only to yourself is very appealing. The problem is clear, however, that few people have the discipline to hold themselves accountable consistently and the dream of personal business ownership often begins to seem unrealistic. That begs the question, can we expect our downline to be accountable to mentors for what they are doing each day? For leaders to every achieve the levels of lasting profitability they desire, they must expect it.