Treat people the way you want to be treated in business, as this philosophy remains powerful and effective in any context.
Remember that everyone has an invisible sign hanging from their neck saying, ‘Make me feel important,’ and approach all interactions with this message to fuel performance and build relationships.
Prioritize investing in and developing your people, as good people are a company’s most important asset and are more crucial than the plan itself for success.
Actively help other people get what they want and make their dreams come true, as your own dreams will naturally follow through this reciprocal approach.
Be the kind of person who can always be counted on to do what you say you will do, as this rare quality builds high esteem and ensures reliability within your team and with customers.
Consistently let people know you appreciate their performance, as recognition is the most powerful motivating technique and encourages them to do even better.
Commit to a lifetime self-improvement program, constantly testing, refining, and increasing efficiency, because in a fast-paced world, you are either moving forward or backward.
Before leaving the office each day, write down the six most important things to do tomorrow, number them by importance, and then tackle them sequentially, moving unfinished items to the next day’s list, to maintain focus and ensure completion.
Establish a pure meritocracy where promotions and opportunities are based solely on clearly defined sales targets and performance, eliminating subjective evaluations or politics.
Design work structures that allow individuals to set their own hours, work from home, and scale their effort up or down as life evolves, supporting work-life balance and reducing guilt.
Make empathy, intuition, and relationship skills essential job requirements, recognizing them as competitive advantages rather than secondary ‘soft skills.’
Be willing to take significant financial action, like taking a company private, to protect core cultural values and long-term strategy from short-term financial pressures.
Create competitive environments where everyone who hits a high sales target wins the prize, fostering mutual support rather than diminishing individual success.
Offer visible, permanent status symbols like diamond rings or cars as recognition prizes instead of cash, as they serve as constant, public reminders of achievement and motivation.
Celebrate accomplishments publicly and in detail, bringing top performers to the stage to explain their strategies, which teaches others how to replicate success.
Call customers back regularly, not just to sell, but to check in on how products are working, building relationships rather than treating interactions as one-time transactions.
Eliminate geographic restrictions on commissions and teams, allowing consultants to move and keep their networks, which fosters collaboration over territorial competition.
Listen twice as much as you speak to gain necessary information and make the other person feel important, utilizing the two ears and one mouth principle.
When delivering criticism, sandwich it between two heavy layers of praise, directing the criticism at the act itself rather than the person, to preserve morale.
Be enthusiastic, as nothing great is ever achieved without it, and enthusiasm is contagious, inspiring those around you.
Set the pace for your people by demonstrating good work habits, displaying positive attitudes, and possessing team spirit, as the speed of the leader is the speed of the game.
Invite people to participate in new projects and decision-making processes while they are still in the thinking stage, as people will support what they helped to create and resist imposed change.
Maintain an open-door philosophy with ready access to all management levels and treat everyone within the company as a human being, regardless of their position.
Instill a sense of pride in employees for their work and for being associated with the company, as this is a key managerial responsibility.
Encourage people to take risks and let them know that nobody wins them all, avoiding harsh penalties for losses to prevent them from becoming risk-averse.
Encourage a sense of humor and fun while working, as the more enjoyment people derive from their work, the better they will produce.
Ensure that every person in the company realizes that nothing happens until somebody sells something, and they should be fully supportive of the selling effort.
Never hide behind ’that’s against company policy’ without a good explanation, as this inflicts frustration and implies arbitrary rules.
Develop the ability to recognize the difference between real and imaginary problems and take decisive action to solve them.
Strive to create a stress-free working atmosphere for employees using both physical and psychological approaches, as stress stifles productivity.
Develop managers from within the company, as frequently seeking outsiders for management personnel can be a sign of weakness.
Live by the golden rule both on and off the job, conducting business with the same scruples you would want your children to observe in their lives, avoiding hypocrisy.
Quickly identify and eliminate products or services that have a poor return on investment or distract from the core, profitable business.
Insist on selling complete product systems designed to work together, even if it means facing initial customer resistance, to ensure desired results and protect brand reputation.
Document step-by-step systems, scripts, techniques, and responses for core processes to ensure consistency, replicability, and scalability for training new team members.
Send personalized, handwritten notes to top performers to make them feel seen, valued, and appreciated, as these become treasured possessions.
Design systems where successful interactions naturally lead to more opportunities, such as offering free products for hosting events, to ensure a steady flow of business.
In multi-level marketing, insist that consultants focus on selling actual products to customers, not just recruiting, to ensure the legitimacy and sustainability of the business model.
Implement policies that do not require consultants to buy large amounts of inventory, allowing them to purchase only what they need for sales.
Provide a super generous return policy (e.g., 90% of paid price) for unsold inventory to reduce financial risk for consultants.
Structure override commissions based on how much a downline actually sells to customers, rather than solely on the number of people they recruit.
Ensure that titles and advancements are earned through actual, sustained sales performance over time, rather than allowing individuals to buy their way to titles.
Declare ambitious, seemingly impossible goals publicly to create accountability and drive, viewing them as inevitable with correct execution.
Plan your entire day with military precision, especially when juggling multiple demanding responsibilities, to maximize productivity and ensure all commitments are met.
Invest in self-improvement and learning opportunities, even if it requires financial sacrifice, as attending conventions or workshops can be transformative.
Don’t hesitate to ask for help and financial support from trusted family members when launching a significant venture, as their belief and assistance can be crucial.