CHAPTER 01
Every part matters
“What does it take to become successful in this business?” We hear that question often.
One good answer is: Do the things that need doing, even when you do not feel like doing them. That is discipline. But there is another important part:
Contribute to the overall success of the organisation you belong to.
Think of a high-performance sports car. Its engine is made of carefully designed components, each with a job to do. Even a small part failing can stop the whole engine.
Or picture a football team full of talented players who refuse to follow a common strategy. How well will that team perform? And how much glory will there be for its individual stars?
In a traditional company, people's roles also need to work together. The better they align, the stronger the business becomes. The same applies to network marketing.
CHAPTER 02
Doing your own thing can weaken the whole
I have learned this through experience, at considerable cost. Our industry has many talented individuals who insist on doing their own thing. Their argument sounds reasonable: “If my team succeeds, I am contributing to the organisation's success.”
Allow me to disagree. Not to the degree that is possible.
Their own teams perform below their potential too. A persistent system error creates repeated breakdowns. People pull in different directions when they could achieve much more together.
Strong personalities have confidence and often big egos. Some competition is healthy. But we are no longer in the Wild West. Django is a dinosaur.
Individual success is a consequence of the overall success of the entire organisation.
Being the big frog in a small pond serves little purpose. Keeping others small will not make you bigger in the long run.
Leaders need to be ALIGNED. Aligned leadership is one of the most powerful resources an organisation has.
CHAPTER 03
Think beyond your own line
That changes the question you ask. Alongside “What can I contribute to MY business?” comes “What can I contribute to the whole organisation?”
Of course you must build your own business. But if your thinking ends there, you limit yourself and the organisation.
Sometimes this means putting time and energy into people or activities outside your own team. In my experience, that investment comes back, sooner or later, in one form or another. It strengthens the community your business depends on.
Imagine the potential if everyone thought and acted that way.
It starts with new partners. Cooperation with crosslines needs to be honest, respectful and constructive. Your own behaviour sets the example.
Remember: Your frontlines are already crossline to each other. Their frontlines are too. What message does your behaviour send about how they should work together? Everything duplicates.
CHAPTER 04
What value will you create?
Ask yourself two questions:
- Am I willing to contribute to the overall success of this organisation?
- If so, what will my contribution be? What value can I create?
If your first answer is no, think carefully about whether this role suits you. Being a satisfied customer is another way to participate.
As leaders, we choose a culture of alignment. We have learned our lessons and paid for them. All for one, one for all.
Performance is too valuable to waste. We want to succeed together. We are all on the field, and every player matters to the win.
All the best, Sven