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February 2006 Online Newsletter
Letter
From a New Business Owner
and
the Bob Giddens Answer
1/31/2006
I
have had my Business Owner's Kit for a while now
and am looking to get some help creating a plan
to pay for all my dental work and make a whole
bunch of money too!! Can you help?
I just received the quote from Shands
College of Dentistry. Within a one year
period, they plan on doing a complete
rebuild on my mouth. They need $10,000 for a
down payment which I will put on the
credit card and start to go farther in debt.
$30,000 is the total at this point.
In addition, I want to put $100,000 plus in
the bank after paying down all my debt.
Bottom Line, I need a plan and don't know
where to begin. Any suggestions?
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Dear Art and all ChippyNews.com readers:
Yes, I have some suggestions!
Art, my game plan would go like this:
1. I will have a Selling Plan,
a Network Building Plan
and a Self Development Plan.
2. My Selling Plan depends on my skill as a salesperson. Bob Giddens set
a goal to average one "placement attempt" per day. This resulted in 3
sales per month, about $900 profit per month. Michael Church is making
about 20 sales per month, about $6,000 profit.
http://playaudio-234.com/play.asp?m=266616&f=HWBQJH&ps=7&p=1
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Upon first seeing the sales plan, Bob Giddens was
apprehensive about the 1,000 PQV requirement a Manager has
each month. "Once I make Manager, how much pressure will be
on me to order and sell 4 air purifiers every month?" He
quickly figured out that he could "move" those units (as
opposed to "sell" those units) as part of his
recruiting plan. When giving demo units to business
prospects he said, "Here's they way my demo offer works:
This is a brand new machine. If you love it and decide to
come into the business, you are going to buy this
unit from me in addition to whatever starter order you
choose. That's the basis on which I am sending this unit to
your home. I'm going to recommend that you adopt this same
policy as you recruit. Is this agreeable to you?" Bob and
other top leaders also "move" units by recruiting local
people who want to make occasional sales from the leader's
inventory. The local guy gets instant availability of
product and profit from selling; the leader gets the QV. |
3. Now for my Network Building Plan:
(1) To make Manager I need 4 Strong Legs. This "doubles" to 8 Strong
Legs -- see item (15) -- very important. It is also important that some
of these Legs need to be based at least 50 miles from where I live.
Leaders tend to take on more responsibility when they are in their own
area.
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Intuitively, many people think it is an advantage to live
near one's sponsor. This is exactly backwards. Consider how
well Michael Church is doing (recording from
above). He said words to this effect: "I think I
would have gotten off to a faster start had I lived near my
sponsors, Chris & Ted Belz, in Florida." We'll never really
know, Michael, but Bob Giddens thinks you grew quickly into
being your own man -- your own thinker,
planner, problem solver, meeting giver, etc. -- for
the precise reasons that you were out on your own. |
(2) To get 4 Strong Legs
I (probably) need to recruit 20 people. This "doubles" to 40 -- very
important.
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Bob Giddens suggests that you incorporate most of these
techniques into your plan. [a] Make a Master List of all
people you know in the world (see
Spiral Notebook Plan), [b] Make a
Six Most Wanted List from the Master List, [c] Make a Bob
Giddens Leg Chart (see Bob Giddens COW,
centerfold -- be sure to UPDATE your Leg Chart often -- the
mental gymnastics are important), [d] Make a Cadle
McEachin Leg Chart (see Bob Giddens COW,
centerfold), [e] Make a Geographical Expansion List (list
the cities and regions where you want to expand your group),
[f] Make an Occupational Target List (Bob's
initial list said MLMers, airline pilots, MLMers, real
estate agents, MLMers, carpet cleaners, MLMers, etc. -- his
emphasis came true), [g] Read
Guaranteed Prospects and Guaranteed Sales by Mike
Jackson, [h] Read Fish Food by Bob Giddens and Doug
Jackson, [i] Listen to the company
Conference Calls (I don't want you to be
a Conference Call junkie -- don't think you are "doing the
business" if listening to calls is all you do), [j]
Use
all available meetings that will further the growth of
your plan, [j] Use the
Chippynews.com website and your own company websites,
[k] Attend a Success Institute as early as you can in your
career, and [l] Revisit and update your goals as the months
go by. |
(3) I don't know if this
will take a month (if I am the luckiest man on earth) or a year (this is
more likely -- leaders are hard to
nail down). However long it takes, I am committed
to this goal. I will use multiple techniques in an effort to cover the
most ground and discover my fastball.
(4) I will attempt to
help each recruit become a Leg Leader by advising him or her to adopt
goals that are similar to
these. For a time, I will treat his goals as my own. When he recruits
someone with potential, I'll try to work with the lower level person in
the same way.
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Bob Giddens says, "Many of the things you do as a Leader
will apply to all of your Legs. They can all read the same
newsletter. They can all use the Conference Calls. They can
all use chippynews.com. Multiple Legs can be represented at
any meeting in any part of the country. But it is also true
that each Leg has its own character. A Leader must be keenly
aware of the personality of each Leader he is working with.
Some need daily attention and their work declines if they do
not get it. Some need to be left on their own. Check in on
them but to not bug them. Some will want to follow closely
in your footsteps. Others will blaze their own trail. Don't
be a Mother Hen. I find it fascinating that EcoQuest is so
diverse. I have James Clendenin on one side of the country,
Marc Kloner on the other side, Ed Hutchins in the Northeast,
Kristin MacPherson in the Midwest and John & Jo Clements in
Texas. They have five totally different styles, but they
are all great leaders and friends. All are interesting to
work with. |
(5) My commitments will
increase geometrically until, eventually, this plan becomes impossible.
So I must make a
judgment call on each person to decide if he has true Leg Leader
potential. For those who don't, I'll readjust my attitude toward that
Leg.
(6) It's a numbers game.
I have to work this plan again and again until finally the leaders I
need are found. These
people must learn the "perpetual system" I am employing.
(7) Some of my leaders
will not be as thorough as they should be; so I have to stay in touch
with several
subordinates in each Leg.
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Down in each Leg I will try to identify some strong Leaders
as set them up as Anchors. I will stay more personally
involved with my Anchors (which may change
from time to time) to add security to that Leg. |
(8) The obligations are
great because my objectives are great! Many times I will feel the
pressure of overload. I'll
keep cool and remind myself of the ultimate objective.
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This is so crucial. Leaders in all fields carry far more of
a burden than the average person would understand. They are
tested over and over, and not all of them pass every test.
But a leader is sustained by his or her vision, by the
clarity of his or her goals, and by the strength of his or
her character. Often a Leader will work far harder on a
downline Leg than that Leg's Leader is willing to work. When
the workload and challenges are greatest the Leader will
think, "This is not fair," and she will be right. But the
world never has been perfect or fair. Once again: A leader
is sustained by his or her vision, by the clarity of his or
her goals, and by the strength of his or her character. All
Leaders are tested often! |
(9) Since the number of people I must personally help is very large (in
the hundreds),
I must communicate often in
writing. No other communications technique can
support this kind of plan. Reread items (4) through (9) to get a full
grasp of "working in depth" and developing an "overlapping leadership"
network. This is very profound stuff.
(10) Each important
person should be "touched" twice each week. This can happen by phone, in
person, by mail, by a
company event, by a website visit, by an upline leader or in any other
manner you can engineer. The method of touching must be varied for
maximum impact. Phone, phone, phone is not enough. Email, email, email
is not good. Humans respond to variety.
(11) With six Strong
Legs I will be appointed to Key Manager, the rank that Bob Giddens
suggests as my initial goal.
Or
I can reach even higher and aspire to build ten Strong Legs and reach
the Master Manager rank. I must calculate the incomes that can be earned
at each of these ranks and make my own choice.
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It is not enough to ask Bob what a Key will make. I need to
draw out a hypothetical organization and do the math myself.
This will convince me that a lot of hard work and a long
range plan are justified. I will also draw out some smaller
examples to I can have the answers needed for item (12).
There is no shortcut to this. If you want to really
grasp the sales plan, you have to draw some diagrams and
crunch some numbers. The more examples you draw, the more
you will "get it." |
(12) I also must
calculate the incomes my Leg Leaders will make at various ranks. This
will empower you to motivate
your up and coming people. They will not always be as committed or
confident as you want them to be. You have to sell them on a strong
vision of their future.
(13) Ultimately, most
people do not believe in goal setting. You must get around this problem
by setting targets for
them and doing everything you can to motivate them towards their target.
They will not always buy into your plan, but little by little you will
sell some of them.
(14) Some people never
get it. Eventually you'll turn them loose. Some will fail, while others
will hang around as
Casual Dealers. You must replace the dropouts with new Leg Leader
candidates.
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It is difficult, emotionally, to see good people fall by the
wayside, just as it is difficult in combat to see ones
comrades fall. But Leaders must know from the outset that
some of their people will make it. When a sports team brings
in forty men for summer football camp, it is preordained
that only a limited number can fit into the fall roster.
When IBM hires 100 young executives, only a few will ever
become vice presidents. But a guy who misses the cut in
EcoQuest might find a good career elsewhere. We how he or
she will learn some lessons from us and use them in the
future. It's not like we're the only occupation in the
world. |
(15) Since you will need
some replacements at every stage in the building process, you are
advised to DOUBLE
every aspect of your goal.
4. Self development is very important. I must learn to depend on myself,
to think for myself and to be my own leader. I will talk with my upline
and listen to other leaders via meetings, conference calls, websites and
personal contact. But even in this environment of advice, I will still
make and work my own plan.
(1) I will pass along this plan -- or an alternate plan if I choose to
make modifications
-- to everyone in my downline at all
levels.
(2) It is not my goal to
be the Mother Hen for my people. The goal is to identify those with
Leader Potential and
help them become responsible and independent Leaders in their own right.
Best of luck to Art and all who read this on Chippynews.com. You can do
this if it is your dream and if you follow the plan I have outlined.
Art, thank you asking your question. Perhaps it helped to light the path
for a number of future Leaders in our company.
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