Defcon 1 Direct Selling. Randy Gage

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      4  Chapter 2 The Sacred Responsibility of Sponsoring Feeling Frustrated, I Resolved to Become a Recruiting Machine Reexamining My Process Leading Yourself Build the Foundation Care Enough About Your People to be a Truth Teller Look Inward Make Your Own Path

      5  Chapter 3 How You Become a Model Leader Who I Had Become Self-Development Skillsets for Success

      6  Chapter 4 Unleashing Your Secret Weapon: Culture Your Team Doesn’t Have a Culture. It Is a Culture. Integrity Ethos Recruiting Self-Development Pace of Growth

      7  Chapter 5 Building a Golden Goose (And Protecting Her) Process versus Improvisation Push-and-Pull Partnerships

      8  Chapter 6 Creating Momentum and Exponential Growth Exponential Growth Is Not a Fantasy

      9  Chapter 7 Dangerous Field Dynamics and How to Solve Them Crossline Navigation A Rogue Leader Unplugs from the Team The Leader Is a Toxic Person The Leader Has Low Self-Esteem and Doesn’t Want to Be Recognized in the Group Your Sponsor Lacks Integrity Two Leaders in a “Civil War” Try to Get Their Teams Involved A Distributor Lacks Support at Home… A Leader Is Promoting Sketchy, Off-System Webinars or Events to the Team You’ve Sponsored Someone Who Is a Distraction Factory The Leader Is Easily Distracted or off System A Team Member Is Recruiting for Another Opportunity One or More Top Leaders Leave to Join Another Company

      10  Chapter 8 Protecting Your Team Against Zombies, Dinosaurs, Parasites, and Terrorists MLM Zombies Dinosaurs Parasites Terrorists This Is Not the Same Thing as Competing Against a Legitimate Competitor

      11  Chapter 9 Why 90 Percent of Current Companies Will Be Extinct by 2025 1) They Don’t Have a Viable Product Line to Compete 2) Their Business Model Can’t Be Operated on a Smartphone 3) They Don’t Invest in Marketing Infrastructure 4) Their Comp Plan Sabotages the Results 5) They Haven’t Become Tech Companies

      12  Chapter 10 Why Brilliant, Visionary CEOs and Founders Usually Fail Bold Vision Does Not Equal Good Management The Martyr Leader

      13  Chapter 11 Dealing with Corporate Mistakes, Incompetence, or Malfeasance The Company Employs Incompetent People in Important Positions The Company Keeps Overpromising on Releases (New Products, Marketing Materials, or Promotions) at Major Events and Then Doesn’t Deliver on Time The Company Promotes Crappy or Off-System Marketing Materials to the Network The Company Is Paralyzed by Internal Politics The Comp Plan Isn’t Working, or the Company Makes Changes That Backfire The Executives Are Totally out of Touch with What Happens in the Field—Yet Convinced They’re Omniscient, Omnipotent Geniuses The Company Becomes the Target of Regulatory Action or Negative Publicity Company Execs Are Abusing Their Leadership Positions The Company Is Making Bad Deals with Zombies and Dinosaurs The Companies Chasing after These Zombies and Dinosaurs Believe They Are in a Race to Sign the Best Talent

      14  Chapter 12 When the Missiles Are Airborne СКАЧАТЬ