ISSUE ONE
18. August 2007
Subscriber Numbers - 6
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.
When a person subscribes to this ezine they get the latest edition every Wednesday.
Please enjoy this issue.
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PROMOTION
Brand yourself
Let me begin with this most important statement.
Whatever program or company you are promoting; NEVER spend money or time promoting their site. Regardless of how good the lead capture pages, splash pages or site looks. Ignore all the hype thrown out, do not promote that site.
The only thing you should ever promote is yourself or a site that you own.
This does not mean make a unique splash page to promote the company you are in. I am talking about making your own site, that builds your list first, so you can form a relationship with the lead, so when you make offers to them they will listen to and act on.
This is not an easy task; there are many things you need to know in order to have a site that works and a list that is worth having.
So where do you start?
The most important thing is to decide how you want to present yourself or your site to the world.
Or, in other words, how will you brand yourself?
What position do you take?
What do you want people to think when they see your name or site?
This is called branding.
Done well, this will assist your empire building no end.
So think about what you stand for and how you want to be seen by your team.
Then write it down.
Once you write it down, think about words that describe your point, or think about the name and decide now what you want people to think when they see your name.
After you have decided what you stand for and what you promote, and you become well branded, in time people will see your name and will know what is involved the second they see the brand.
No thinking required, just instant recognition.
Put in the effort before you start, develop your brand, then promote you brand.
Next week, we will move onto domain names.
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RETENTION
Your Attitude
When it comes to success, having the right attitude counts for a lot.
Do not be mistaken into thinking it is how smart you are, or how much you know, or even who is in your team. As these things pale in comparison when compared to your attitude.
So what is a good attitude?
Before I even begin to share this information with you, I feel obliged to share with you what I have done, where I learnt this stuff, and that I practice what I preach.
This does not mean I am perfect, far from it, but I can say that more often than not, for a large majority of my life, I do practice what I preach.
So where do I come from?
From 2000 to 2006 I had the pleasure of working as a manager for a fashion retail department store company. I started with 6 staff in one department, to managing a store with about 60 staff and a yearly turnover of $9,000,000 on the day I started there. During my time there I earnt myself the reputation of fixing bad departments and stores.
It was always a surprise to me when people would come up to me and tell me I must be a hard person, tough on people and generally not nice stuff like that. What people don’t seem to realise is that turning a bad situation into a good one is more about being consistent and being good to people regardless of who they are or what they have done.
It was during my time with this company that I received a lot of training that (and this is one of the secrets to my success) I applied.
I applied it even if I did not agree with it.
I just tried it out just to see if it worked.
More often than not the applied ideas improved everything from turnover to happiness for most people involved.
And to be honest, I did a lot of stuff I thought would fail and was proven wrong about it. I was wrong so often, that now I always try new things to see if there is a better result. One could read into this that I was useless before, but the truth is I was getting above average results before hand, and the new things just addd to the results while making people happy.
What I will be sharing here in the coming issues is about what I was taught and how I applied it.
That theory is only as good as the person practicing it.
I will begin next week with the first important attitude, which is caring.
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My Personal Journey
Building A Team
This is not so much a series of articles as a story.
It is my story about what I did, and why I did what I did, to build a team in a fashion retail department store with 60 staff when I managed it over a period of 18 months.
This is a story of a transformation from politicking and power plays within the staff, to a team in a profitable store, is one that held many personal lessons on team building.
Changing the culture in this store was not an easy task, and it tested me to my limits(what is a limited anyway?). It also has many examples of how to build a team in a challenging environment. This is the situation we all have in building a business online.
So instead of writing a series of articles about the dos and don’ts of team building, I decided to share this period of my life to show the processes and lessons of team building in a real situation.
Even though this is an offline team building story, it relates to team building anywhere, as people are people no matter where they meet up. And building a downline is effectively a team building exercise.
So to set the scene.
I was assigned a store with about 60 people.
The first day I started I was told by a few of the “senior” staff members that they only gave me 2 months before I gave up. These people had decided it was fun to push managers out through pressure and harassment and were happy to share this information with me.
When I started in August, they had been through 5 managers for the year to date, and I was the sixth. I believed whole heartedly that they were good at destroying managers.
On top of that, I was told in the first week of being given this store that I had three months to create a profit or the store would be closed down.
So I had inherited a disorganized store that was badly out of shape and loosing money, with a staff who were hell bent on keeping it that way because they did not see what they were doing was destructive.
I had no support from upper management (I knew this before taking the job, but it is worth noting now as this becomes a sticking point later on).
But regardless of all this, the thing that concerned me most was this, I was responsible for the jobs of 60 people, of which about 20 of them had families they were supporting on only their wage.
Needless to say, I had had better first weeks on the job.
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QUOTE OF THE WEEK
There are two primary choices in life: to accept conditions as they exist, or accept the responsibilty for changing them”
Dr Denis Waitley