WorldVentures Cycle of Duplication

Speaker: Michael Marich
Event: Greensboro Regional Training Event (RTE)

Getting Started

1. Your top 5-10
2. Inviting
3. Exposing
4. Prospecting

Repetition is the mother of all skills! Network marketing is not natural. We get paid to be a broken record. Remember, while this may be your 4000th presentation, the person in the seat is their first time.

Inviting

Don't tell them anything until you can show them everything! If you try to do that, it comes out wrong.

Inviting vs Explaining

Please don't do the fire hose. This is when you try to sell the product in a matter of minutes. 

Remember, you are a professional inviter. There is a woman named Phillis. She has never done one presentation in over five years. This young lady is about to be recognized as a Marketing Director in the company. 

Get good at inviting. If you get good at this, you can do very well in this business. 

Don't explain the details of the movie's plot to them.

The Steps

1. Be in a hurry
2. Clear the date and time - If you cannot get past this step...STOP!
3. I have something I need to share with you. (Get Excited)
4. Confirm the date and time

These steps will put more people in front of you than anything else. 

Text Inviting

• Can you do coffee? 
• Can you do beer?
• Can you do lunch?

F.O.R.M.

• Family
• Occupation
• Recreation
• Message

Why do we do this? F.O.R.M. will allow your friend/family to tell you exactly what their pain points are. This gives you the opportunity to talk about the business and how it can help them. FORM'ing is absolutely critical.

Use FORM and the 3-Setup together for a knockout presentation

Prospecting and Inviting Cold Market

• "I'm involved in a huge project. I'm responsible for the expansion of the west coast of an American company we're also in 24 countries."
• "I can't promise you anything, but write down your name, phone number, email and I will get back to you if something comes up."

The Magic of 2 on 1's

• Public place: Coffee Shop, Starbucks, Dunk'n Donuts, Mall, etc.
• Use the DVD
• Proper edification is a must!!!
• Enrollment happens at the place, get the prospect to fill out their personal information
• Brush up on your websites, tools, concierge, etc.
• Provide them both a CD or DVD
• Immediate success 24-72 hours (Get 6 sales = $570)
• Build the list of contacts properly
• Choose your top 10-15 people from the list
• Call contacts

Power of 1

This system is as simple as "1." Michael got this idea from the book "The Slight Edge." In the book, there is a story about a father who is about to pass away. Before he died, he called his two sons in and asked them to choose a box. One box had a million dollars and the other had a penny. The penny would double each day for a month. 

Over the course of a month, the penny earned over $10,737,418.24.

The lesson: Sign up one person over the course of a month. In the next month, both you and your new rep should each sponsor one. That is a those two just go out and get one. The next month out together and get one each. 

Dave Watson personally sponsored 25 personals over 8 years. Today, he now has over 102,000 members. If we break this number down, this is what it looks like:

8 years = 12,750 new members a year

1 month = 1,063 members

1 day = 36 people

That means Dave cycles at least times every day. Remember, every six cycles, he gets $100 in travel dollars.

Inside each of us are two wolves. One of those is evil and other is good. Which wolf wins? Answer: The one you feed the most.

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My Professional Mentoring Started With One Question

A couple of weeks ago, I wrote about professional mentoring and my initial ideas on how I would execute a program at work. I also mentioned how a well established, and highly respected, guy asked if I would be open to receive career guidance. Absolutely! I replied.

Since that initial discussion, he and I recently talked about how this arrangement would begin and hopefully mature over time.

It started with a question, "What is your 3 to 5 year career plan?"

A Little Context Please!

Hmmm, what does my plan look like? Let's see, that would put me in the 40-42 year old range.

I'd say that by 40, I should finally have my doctorate and comfortable with long-form writing. Professionally, I would have gained over 8-10 years of management experience with 16-18 years in higher education.

I subscribe to the idea that the position seeks the man, the man doesn't seek the position. However, this doesn't mean I'm blind to opportunity or void of aspirations. Trust me, I'm not.

Prior to my role as IT Manager, my goal was to obtain management experience. I wanted the chance to hone my leadership skills while doing something meaningful. I believe that's happening now.

While I knew the path to leadership wasn't going to be an easy one, I find great pleasure in learning about myself and the areas that need improvement. Take for example my recent communication faux pas.

Looking forward, there is still so much I can learn about how to successfully manage what I have been given.  Whether that is financial resources or personnel, am I doing all that I can to maximize on that?

Today, I feel confident that within the next few years I will finally tighten up on my own discipline and best practices. As a result of this, I believe the team and I can make greater strides in whatever we do.

Without further ado, let me just chart some broad strokes for the next 3-5 Years:

My 3-5 Year Career Plan

By this time in my life, I would like to have greatly improved my leadership and writing abilities. The leadership experience would grow from pursuing challenging projects and tasks that allow me to test myself and grow. Enhancing my writing skills would come from the finished dissertation and a subsequent book on organizational management.

Along side these activities, I plan to increase the number of presentations I do a year to help establish myself as an expert in the management space.

Together, these skills would help me develop into a seasoned candidate for an executive position within a company. In this role, I would like to help the organization become more efficient and productive. I would lead through inspiration and a shared vision.

While my energy would be focused on supporting the company mission, I long for the day when I can return to my own empire building. Entrepreneurship is in my blood.

Final Thought

I guess that's all I have for now. Not sure I'm ready for my mentor to read this, but it's a good start. What do you think? Doable? Let me know in the comment section below.

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Brainstorming A Professional Mentoring Program At Work

"I'll write something up and schedule a meeting to discuss it further." Those were the last few words I said before closing the car door. The topic of our discussion was professional mentoring.

This isn't the first time I talked about organizing a mentoring program at work. In fact, I brought the idea up to our previous Chief Information Officer before he left the company. For whatever reason, the program never materialized but I'm still interested in learning from our university's experienced employees.

The concept of mentoring isn't new to me. Over the years, I've had the opportunity to learn from a Chancellor, Vice President for a Fortune 500 company, Chief Information Officer, and Entrepreneur. Those were my formal mentors, but informally I've had other professionals guide me in one way or another.

Just the other day, I had a gentleman ask me if I was currently under someone's counsel. I explained that my previous mentor was retiring and now open to the idea of further enriching my experiences. He continued by saying that I had a lot of potential and that he was interested in guiding me through the professional maze of advancement. With an impressive resume like his, I was honored to know that he thought of me.

All this talk of mentoring got me thinking about how I would proceed. What should I present to our leadership? Who would be interested? What would the program do? How often would mentors/mentees meet? With little to no answers, I decided to simply blog about it.

Why A Professional Mentoring Program?
As an Information Technology Manager, I aspire to one day move up the corporate ladder. Clearly, there are opportunities both in and outside this company but it starts with experience.

As I mentally look around my own division, I see guys that have spent years in private and public organizations. They have strategically moved from one place to another and learned a few things. I would like to capture those lessons before they retire or continue a career elsewhere. To facilitate a transfer of information from one person to another, I think an organized program would help.

How Would A Professional Mentoring Program Work?
In my head, I imagine the program to include a number of higher ranked officers, directors, and managers who would shed light on a series of topics. Those topics could range from leadership to professional etiquette. We could discuss strategies for communicating with company executives and open the door for socializing.

Now, I understand that most executives and experienced leaders are busy, so I don't see taking a great deal of their time. I assume a well planned session where mentees could share their goals, ask questions, and receive advice from visiting mentors would be a great place to start.

As the program matures, there might be sessions devoted to specific topics and an opportunity to put those lessons into practice. Maybe the program would allow for shadowing and one-on-one discussions.

The goal of this program would be to help younger and less experienced employees learn how to be more professional and prepared for leadership opportunities. In working with company executives, those individuals who progress through the program will learn the ropes and demonstrate their ability to lead.

Current officers, directors, and managers may use this program to shape the next generation of officers, directors, and managers. This program can provide current leadership with the assurance that the company will be in good hands once they leave.

As I see things today, there is very little knowledge transfer between the older and younger generations. I fear that our leaders of today will be gone and we would have learned nothing from them.

To hear one Deputy CIO tell it, "We don't know what you don't know." On the flip side, we don't know what we don't know until faced with a situation that challenges us. Maybe that's where it all begins.

Feedback
So, what do you think? What has been your experience with mentors? Have you ever been in a program? If so, how did it go? What did your program do? How does one get it started?

I'd love to hear your thoughts on the subject. Leave me a comment in the section below.

Image by: Loyola University College of Business 

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