ISSUE FIVE
19. September 2007
Subscriber Numbers -This ezine has three purposes; one is to show that promotion is more than advertising in certain places.
Another purpose is to give pointers on how to keep your downline members.
And finally, it is also about sharing my personal journey of building a team.
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Please enjoy this issue.
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PROMOTION
How To Reach Your Goal.
Success is not an accident, people do not fall into success, they make it happen.
But in itself, making goals and writing them down do not get you there.
Here is an exercise you can do that will take some time to complete, but will give you a powerful focus on what you end up achieving.
Write down the goals you want to achieve.
Since this is an online business ezine, I will pick having a successful online business as being the goal to focus on.
First up is to change the goal into something measurable.
Earn $4000 a month from my online business.
Give it a time line – for me this is December 2008
So now there is a time restrained measurable goal of earning $4000 a month by December 2008.
Now comes the hard part, break this down into yearly goals.
For this example, the idea is to know where you want to be by the end of 2007.
Once you have that, break the plan into 3 month goals.
Once you have that, take the first three months and make monthly goals.
One the first month, break this down to weekly goals.
At this point, what you can do is find out what you need to do for the week in order to reach the goal of the week. Then action the plan on a daily basis.
When I first did this for my first goal, not only did it take a long time to do, I had to keep adjusting things like time lines and goal size. It gave a strong perspective of what I could do in my day to day life that would bring about the end result.
It also worked a charm.
Once you have this set in place, refer to the weekly and daily things to do constantly. Every week do the same things but a little differently.
After a month, sit down with your three month goal and determine what you can do. Either change the target up or down, or increase or decrease the work involved.
At all times, treat this as a living document. Nothing is set in stone, this is an exercise about sharpening the focus, and seeing that it is far to easy to see a year or three slip by without any change.
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RETENTION
Our People
It is important to find the right people for the team.
It is more important to keep them.
This is, like many of the ideals people rattle off, easier said than done and requires practice and dedication in order to find and keep good people.
For me, the idea is to treat all people with mutual respect. Even when a person has little, no or poor experience in any given field, that does not mean they are not good people for the job at hand.
I, for one, have been deemed to be a terribly slow learner, but given the chance to take the information on; I tend to do a lot of catch up and generally surpass the fast starters. I know I require patience during the first stages of learning new things. Just ask Victor to find out how painful I can be.
So how do you find and retain the right people?
Finding the right people can be related back to how you brand yourself, and where you promote, so I will focus more on retaining these people because the finding is dealt with elsewhere.
The idea is to provide people with opportunities for growth and extension. Don’t concern yourself with the speed of the learning, just that it occurs and is done persistently and with progress. Once a person is gaining ground, reward them in a way that is beneficial to the person.
Treat the person with mutual respect and fairness. This behavior, although testing at times, will produce a sense of loyalty Not just from the person to you, but loyalty from you to the person. This increases commitment both ways, which is a great indicator of a great team.
This does not mean you get people doing what you do, just like a good little clone, but to embrace people’s diversity and differences. Different is just as likely to be better as it is worse for you. Just open your mind to this.
It is important to realize that your list is not an asset; it is full off people who require respect and fairness bestowed upon them. Give the people this, and the ones who want more than the rest will be coming out of the list to ask you questions.
The right people will come looking for you.
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My Personal Journey
DON’T WANT TO OR DON’T KNOW HOW.
After two weeks of hard work, I now had moved a mess from the rear of the store to the middle of the store.
I had also positioned myself as someone who follows the team made rules. One of which was to help in areas that were struggling, even if it was not your area.
During the two week clean up exercise, I still managed the store through delegation. I tricky art to say the least. But my tactic is simple. Ask the person what they think needs to be done, support what they say without correction, agree on a time frame, and let them do it.
So every 45 minutes (I needed the break to recover) I would walk the store for 20 or 30 minutes and follow up on delegated tasks. Every time a task failed in some way I would ask what had happened. Excuses would happen, we found a way through the excuses, and more times than I wanted, I would end up talking to the person one on one.
At the end of the day, when a person does not do something, it is either they don’t know how, or they don’t want to. This is a situation you will come up against as a leader.
If a person does not know how to, teach them. This is easier said than done of course, whole degrees are dedicated to teaching. In saying that, keep it simple, listen carefully to the questions being asked, and answer the question. If the situation requires some effort from you to set them up, do it with them and show them how you did it when you are finished. But get them to contribute as much as possible.
Be patient, and ask for help if you need it. That is what your mentor/ upline is there for.
On the other hand, if they don’t want to, you can still engage the person by finding out what motivates them. Talk about it with them. Don’t convince them, get them to convince you. If they want it they will find a motivation. If they are just looking for a free ride, they will end up leaving.
It was the beginning of the third week that one of the resistant team leaders told me she did like not like my attitude and how I was trying to change things in the store. It was then that I asked her what I was doing that was against the team rules we had set up as a team in the previous two weeks.
She was not happy, and it was not because of me, it was because she could feel the changes coming. Here is an interesting point about people, if they feel they don’t fit in, they will leave.
She no longer fitted in, even after this short amount of time.
Even though she had made my life hell for going on three weeks, I still felt bad when she resigned.
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