at are too dependent will require more of your time, energy and your enthusiasm than is necessary. The ones that are producing 20% of the results will want 80% of your time. That just isn't wise. It's the associates that are producing 80% that you want to spend your time with.

There comes a time when the 20% must go from "learned knowledge" to "activity knowledge."

1) I do it you watch.

2) You do it and I'll watch.

The "you do it and I'll watch" is where the ones who are thirsty come out of their shell. They are hungry enough to get after it. They want the tools to get the job done

Do you know the difference between recruiting someone and sponsoring them? Haven't given that thought before?

Now is the time to.

For a long time I never knew the difference in network marketing, what it meant to sponsor someone. I heard the term and thought it so mlm'ish. Since becoming a student of the industry I realize why we use the term.

To recruit someone is to just sign them and say "Go get'm tiger!" There's no mentorship, no real help. Just get in there and start swinging. "Hope you make it!"

Some use the philosophy of "if they are going to do it they are going to do it with or with out me." I tend to sometimes believe this however you can cut a person's learning curve in half by sponsoring them.

To sponsor someone is to begin a mentorship with that person. You're not going to help this person you're going to develop this person. You're going to coach them through the process. Given that they truly want to be developed that is. This leads me to an important point.

We always recruit but selectively sponsor. What do I mean?

We're always recruiting for new talent. Always. Stop recruiting and you're business shuts down in 90 days. You won't see it right away but it WILL happen.

However you can only sponsor those that want to be sponsored. What do I mean?

"You can lead a horse to water but you can't make them drink."

Heard that before? Well you're right you can't. But you can certainly look for the thirsty ones!

I'm always looking to work with my new recruits however not all of them follow through properly on what I ask them to and qualify for me to sponsor them through the process. Remember checkerboard management? You move. Then I move-repeat. Well I can't very well follow through and mentor a person who doesn't move.

Spending time up front with them and asking lots of questions and finding out their why is critical. This allows you to lock the person into their business. It's no guarentee but it certainly helps improve their chances and allows you to hold them accountable. Do you like to be held accountable?

Now those that do qualify but become uncoachable and unteachable along the way...what do you do with them? You can only do so much.

You're personal development allows you work with these people to a degree. However you can't spend your time making the horse drink anymore when they are no longer thirsty.

Associates that are too dependent will require more of your time, energy and your enthusiasm than is necessary. The ones that are producing 20% of the results will want 80% of your time. That just isn't wise. It's the associates that are producing 80% that you want to spend your time with.

There comes a time when the 20% must go from "learned knowledge" to "activity knowledge."

1) I do it you watch.

2) You do it and I'll watch.

The "you do it and I'll watch" is where the ones who are thirsty come out of their shell. They are hungry enough to get after it. They want the tools to get the job done.

or with out me." I tend to sometimes believe this however you can cut a person's learning curve in half by sponsoring them.

To sponsor someone is to begin a mentorship with that person. You're not going to help this person you're going to develop this person. You're going to coach them through the process. Given that they truly want to be developed that is. This leads me to an important point.

We always recruit but selectively sponsor. What do I mean?

We're always recruiting for new talent. Always. Stop recruiting and you're business shuts down in 90 days. You won't see it right away but it WILL happen.

However you can only sponsor those that want to be sponsored. What do I mean?

"You can lead a horse to water but you can't make them drink."

Heard that before? Well you're right you can't. But you can certainly look for the thirsty ones!

I'm always looking to work with my new recruits however not all of them follow through properly on what I ask them to and qualify for me to sponsor them through the process. Remember checkerboard management? You move. Then I move-repeat. Well I can't very well follow through and mentor a person who doesn't move.

Spending time up front with them and asking lots of questions and finding out their why is critical. This allows you to lock the person into their business. It's no guarentee but it certainly helps improve their chances and allows you to hold them accountable. Do you like to be held accountable?

Now those that do qualify but become uncoachable and unteachable along the way...what do you do with them? You can only do so much.

You're personal development allows you work with these people to a degree. However you can't spend your time making the horse drink anymore when they are no longer thirsty.

Associates that are too dependent will require more of your time, energy and your enthusiasm than is necessary. The ones that are producing 20% of the results will want 80% of your time. That just isn't wise. It's the associates that are producing 80% that you want to spend your time with.

There comes a time when the 20% must go from "learned knowledge" to "activity knowledge."

1) I do it you watch.

2) You do it and I'll watch.

The "you do it and I'll watch" is where the ones who are thirsty come out of their shell. They are hungry enough to get after it. They want the tools to get the job done

t WILL happen.

However you can only sponsor those that want to be sponsored. What do I mean?

"You can lead a horse to water but you can't make them drink."

Heard that before? Well you're right you can't. But you can certainly look for the thirsty ones!

I'm always looking to work with my new recruits however not all of them follow through properly on what I ask them to and qualify for me to sponsor them through the process. Remember checkerboard management? You move. Then I move-repeat. Well I can't very well follow through and mentor a person who doesn't move.

Spending time up front with them and asking lots of questions and finding out their why is critical. This allows you to lock the person into their business. It's no guarentee but it certainly helps improve their chances and allows you to hold them accountable. Do you like to be held accountable?

Now those that do qualify but become uncoachable and unteachable along the way...what do you do with them? You can only do so much.

You're personal development allows you work with these people to a degree. However you can't spend your time making the horse drink anymore when they are no longer thirsty.

Associates that are too dependent will require more of your time, energy and your enthusiasm than is necessary. The ones that are producing 20% of the results will want 80% of your time. That just isn't wise. It's the associates that are producing 80% that you want to spend your time with.

There comes a time when the 20% must go from "learned knowledge" to "activity knowledge."

1) I do it you watch.

2) You do it and I'll watch.

The "you do it and I'll watch" is where the ones who are thirsty come out of their shell. They are hungry enough to get after it. They want the tools to get the job done

ront with them and asking lots of questions and finding out their why is critical. This allows you to lock the person into their business. It's no guarentee but it certainly helps improve their chances and allows you to hold them accountable. Do you like to be held accountable?

Now those that do qualify but become uncoachable and unteachable along the way...what do you do with them? You can only do so much.

You're personal development allows you work with these people to a degree. However you can't spend your time making the horse drink anymore when they are no longer thirsty.

Associates that are too dependent will require more of your time, energy and your enthusiasm than is necessary. The ones that are producing 20% of the results will want 80% of your time. That just isn't wise. It's the associates that are producing 80% that you want to spend your time with.

There comes a time when the 20% must go from "learned knowledge" to "activity knowledge."

1) I do it you watch.

2) You do it and I'll watch.

The "you do it and I'll watch" is where the ones who are thirsty come out of their shell. They are hungry enough to get after it. They want the tools to get the job done

at are too dependent will require more of your time, energy and your enthusiasm than is necessary. The ones that are producing 20% of the results will want 80% of your time. That just isn't wise. It's the associates that are producing 80% that you want to spend your time with.

There comes a time when the 20% must go from "learned knowledge" to "activity knowledge."

1) I do it you watch.

2) You do it and I'll watch.

The "you do it and I'll watch" is where the ones who are thirsty come out of their shell. They are hungry enough to get after it. They want the tools to get the job done. The ones who are underdeveloped and are afraid will be exposed at this point. They will either try to victimize you into doing everything for them or say they just can't do it.

Personal development is critical to your leaders you're developing. Attitude is everything and if they aren't any longer coachable or teachable then move on.

They are the 20%'ers that you plug into the weekly conference calls and company trainings. More than likely though when they see you aren't going to hold their hand they will quit.

"It's easier to run with ten of the living than it is to drag one of the dead."

Once you've sponsored someone through a process (whatever your companies process is) and given them the personal development tools to weather the emotional storms, you've done your job.

Now go forth and multiply!