Network Marketing Recruiting Quotes

If you have to repeatedly chase after someone when you have a great opportunity, don't bother, if they aren't responsive, they aren't the type of person who'll succeed at it anyway.

This sounds easy, but it’s difficult to do. All of us come into this business with the hope of recruiting some great people. It’s hard to disconnect from those expectations. But you need to remember, we’re not hunters. We’re not sharks. Our job is to educate people and help them understand what we have to offer. We act as consultants offering suggestions on how people can live a better life.

Learn to allow your team leaders to shine while you reign. All that matters in the end is the result, nobody cares about attention without financial benefits.

If you think you are going to be brain washed, then let me shock you, I was brain washed too and I became a multi millionaire. The question is, wouldn't you rather join the league of the brainwashed or stay put?

The secret to recruiting is not in convincing people, but in sorting people. You can wear yourself out and become discouraged, working with the same “empty oysters.” Your job as a professional recruiter is only to sort through the prospects until you find one who wants to be a distributor. It is ten times easier to locate a prospect who wants to work, than to convince an unwilling disinterested prospect to work.

The key to success in selling/recruiting lies in your ability to go from no to no without losing your enthusiasm. Remember that we are in the people attraction business. So we must keep our level of passion and excitement high as we sort through the prospects because part of what they are buying into is our “music” — our conviction and attitude about what we are a part of. It’s not what you say; it’s how it sounds that is most important. Don’t worry about having the right words … that is secondary.

What is a “pyramid?” I grew up in real estate my entire life. My father built one of the largest real estate brokerage companies on the East Coast in the 1970s, before selling it to Merrill Lynch. When my brother and I graduated from college, we both joined him in building a new real estate company. I went into sales and into opening a few offices, while my older brother went into management of the company. In sales, I was able to create a six-figure income. I worked 60+ hours a week in such pursuit. My brother worked hard too, but not in the same fashion. He focused on opening offices and recruiting others to become agents to sell houses for him. My brother never listed and sold a single house in his career, yet he out-earned me 10-to-1. He made millions because he earned a cut of every commission from all the houses his 1,000+ agents sold. He worked smarter, while I worked harder. I guess he was at the top of the “pyramid.” Is this legal? Should he be allowed to earn more than any of the agents who worked so hard selling homes? I imagine everyone will agree that being a real estate broker is totally legal. Those who are smart, willing to take the financial risk of overhead, and up for the challenge of recruiting good agents, are the ones who get to live a life benefitting from leveraged Income. So how is Network Marketing any different? I submit to you that I found it to be a step better. One day, a friend shared with me how he was earning the same income I was, but that he was doing so from home without the overhead, employees, insurance, stress, and being subject to market conditions. He was doing so in a network marketing business. At first I refuted him by denouncements that he was in a pyramid scheme. He asked me to explain why. I shared that he was earning money off the backs of others he recruited into his downline, not from his own efforts. He replied, “Do you mean like your family earns money off the backs of the real estate agents in your company?” I froze, and anyone who knows me knows how quick-witted I normally am. Then he said, “Who is working smarter, you or your dad and brother?” Now I was mad. Not at him, but at myself. That was my light bulb moment. I had been closed-minded and it was costing me. That was the birth of my enlightenment, and I began to enter and study this network marketing profession. Let me explain why I found it to be a step better. My research led me to learn why this business model made so much sense for a company that wanted a cost-effective way to bring a product to market. Instead of spending millions in traditional media ad buys, which has a declining effectiveness, companies are opting to employ the network marketing model. In doing so, the company only incurs marketing cost if and when a sale is made. They get an army of word-of-mouth salespeople using the most effective way of influencing buying decisions, who only get paid for performance. No salaries, only commissions. But what is also employed is a high sense of motivation, wherein these salespeople can be building a business of their own and not just be salespeople. If they choose to recruit others and teach them how to sell the product or service, they can earn override income just like the broker in a real estate company does. So now they see life through a different lens, as a business owner waking up each day excited about the future they are building for themselves. They are not salespeople; they are business owners.

CONGRUENCE Have you ever felt stuck? Maybe you haven’t recruited anyone in a while, and you just can’t seem to break the streak of no success. This causes you to not feel like picking up the phone and getting any more rejection. You don’t feel like talking about the business that day, so you don’t. Can you relate? This is critical for you to always remember. You cannot avoid rejection. Ninety percent of people are always going to tell you that your business is not for them. You have to go through the no’s to get to the yeses. There is no other way around it. You may not like making calls and accepting no’s, but you will like the results and income you will get by doing it consistently enough. Bank on it. So here’s what happens to everyone, myself included. You have a bad day, where everyone says no. You wake up the next day and you just cannot get yourself to make some calls. The whole day goes by and you did nothing to grow your business. The next day, you have a nagging little feeling of guilt about doing nothing the day before, so you start to internalize it. You question whether you know what you are doing. Does the business work? Is it worth the effort? You know the answer is yes, so you don’t quit — but you also do no activity. The next day, that little guilt feeling has mushroomed even bigger. And as time goes on, the guilt turns into self-loathing. You get down on yourself for not performing like you know you could and should. You begin to beat yourself up and even compare yourself to others. Sadly, this can become a downward spiral that is self-inflicted and hard to break out of. Without being wise enough to seek direct help from an upline expert, some people never recover. Instead of fixing their mindset and bringing their goals and the actions back into alignment — getting congruent — they quit the business. These are the blamers who walk the Earth claiming the business didn’t work. No! They stopped working! Don’t be a blamer. Be congruent. Make your activity match up with your WHY in the business. Pick up the phone and snap back into action. Don’t allow yourself to be depressed, because it is a form of depression. Your upline can help you snap out of it. How

You can sponsor more people to your network marketing business if you say the truth.

Don't drag too much attention with your downlines if you want to get the best of them.

If your team is not working, then you WORK. It is a simple and working antidote to success in network marketing!

In an alliance, employer and employee develop a relationship based on how they can add value to each other. Employers need to tell their employees, “Help make our company more valuable, and we’ll make you more valuable.” As Russ Hagey, Bain & Company’s chief talent officer, tells recruits and consultants, “We are going to make you more marketable [in the labor market in general].” Employees need to tell their bosses, “Help me grow and flourish, and I’ll help the company grow and flourish.” Employees invest in the company’s success; the company invests in the employees’ market value. By building a mutually beneficial alliance rather than simply exchanging money for time, employer and employee can invest in the relationship and take the risks necessary to pursue bigger payoffs.

The methods used by most companies to compensate employees are not ideal for a creative, high-talent-density workforce. Divide your workforce into creative and operational employees. Pay the creative workers top of market. This may mean hiring one exceptional individual instead of ten or more adequate people. Don’t pay performance-based bonuses. Put these resources into salary instead. Teach employees to develop their networks and to invest time in getting to know their own—and their teams’—market value on an ongoing basis. This might mean taking calls from recruiters or even going to interviews at other companies. Adjust salaries accordingly.

Here’s a little problem with that plan: the vast majority of jobs are not filled through cold resumes coming in advertisements. Do a little googling on the term “hidden job market.” The hidden job market (also called the “unpublicized job market” or the “unadvertised job market”) comprises all jobs that are not listed publicly or filled through means such as employment ads, job boards, or career fairs. Published estimates typically place the hidden job market at 70 percent to 95 percent of all jobs filled at all levels. In an article published on MSNBC.com, Steven Rothberg, founder of CollegeRecruiter.com, says, “[a]bout 90 percent of job openings go unadvertised, yet about 90 percent of candidates apply only to advertised job openings.”10 Let’s say the correct figure for the unpublicized job market is 80 percent. How are those “hidden” jobs being filled? Primarily through networking and referrals.

Goodby, Silverstein & Partners, the legendary San Francisco-based ad agency behind such classic campaigns as “Got Milk” and the Foster Farm Chickens, had found itself in a funk—and felt increasingly irrelevant in an emerging, transmedia world of social networking, user-generated content, mobile, Internet video, and more. So a few years ago, the agency set an ambitious goal to completely revamp itself for the digital age. “Our goal is to be unrecognizable twelve months from now,” creative director Jamie Barrett said at the time. The idea: transform an agency known primarily for eye-popping television spots into one badass, multiplatform marketing machine. It was well worth the effort. In less than a year, Goodby saw revenues leap 20 percent to $102 million. At the start of its transformation effort, 80 percent of the twenty-five-year-old agency’s revenues came from traditional advertising campaigns, while less than 20 percent came from digital initiatives. Today, after three years of reinvention, those numbers are nearly flip-flopped, with 60 percent of revenues now coming from digital initiatives, and 40 percent from traditional. Now, a team once vexed by what it called “Crispin Envy”—for all the attention Crispin Porter + Bogusky receives for its groundbreaking work in digital media—has found its own footing, and then some. While many have driven the transformation, no one has received more credit as a catalyst for change than Derek Robson, forty-two, whom Goodby recruited from adverting agency powerhouse Bartle Bogle Hegarty in London.

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In my company, we have the CEO send out an automated email message notifying everyone in the upline every time a new recruit joins somewhere in their downline. This serves as a constant reminder that their business is growing (often in spite of them).

Uber had to get creative to unlock the hard side of their network, the drivers. Initially, Uber’s focus was on black car and limo services, which were licensed and relatively uncontroversial. However, a seismic shift occurred when rival app Sidecar innovated in recruiting unlicensed, normal people as drivers on their platform. This was the “peer-to-peer” model that created millions of new rideshare drivers, and was quickly copied and popularized by Lyft and then Uber. Jahan Khanna, cofounder/chief technology officer of Sidecar, spoke of its origin: It was obvious that letting anyone sign up to be a driver would be a big deal. With more drivers, rides would get cheaper and the wait times would get shorter. This came up in many brainstorms at Sidecar, but the question was always, what was the regulatory framework that allows this to operate? What were the prior examples that weren’t immediately shut down? After doing a ton of research, we came onto a model that had been active for years in San Francisco run by someone named Lynn Breedlove called Homobiles that answered our question.22 It’s a surprising fact, but the earliest version of the rideshare idea came not from an investor-backed startup, but rather from a nonprofit called Homobiles, run by a prominent member of the LGBTQ community in the Bay Area named Lynn Breedlove. The service was aimed at protecting and serving the LGBTQ community while providing them transportation—to conferences, bars and entertainment, and also to get health care—while emphasizing safety and community. Homobiles had built its own niche, and had figured out the basics: Breedlove had recruited, over time, 100 volunteer drivers, who would respond to text messages. Money would be exchanged, but in the form of donations, so that drivers could be compensated for their time. The company had operated for several years, starting in 2010—several years before Uber X—and provided the template for what would become a $100 billion+ gross revenue industry. Sidecar learned from Homobiles, implementing their offering nearly verbatim, albeit in digital form: donations based, where the rider and driver would sit together in the front, like a friend giving you a ride. With that, the rideshare market was kicked off.

If you have people in your organization who are not leading their people, not answering questions, and not showing up to company events, but are recruiting, my advice is to send them a thank you card and let it go—it being the need to change them into something they’ll never be. I’m serious. Stop demanding that people be leaders. You can’t force or demand someone else to be a leader! Just be grateful for what that individual does bring to your team and move on.

Jake McKeon founded the social network Moodswing as a place where people could share their emotional states, from elation to gloom. Over time, he found that some users were turning to Moodswing in times of severe depression, and a few even used the site to threaten suicide. Distressed, McKeon decided to try to provide these users with the emotional support they needed. He concocted a plan to recruit psychology students who would volunteer to offer counseling and advice via chat lines to depressed Moodswing members. The volunteers would be tested and vetted in an effort to curate their quality. This “amateur therapy” offering would represent a new form of value exchange facilitated by Moodswing.

Jake McKeon founded the social network Moodswing as a place where people could share their emotional states, from elation to gloom. Over time, he found that some users were turning to Moodswing in times of severe depression, and a few even used the site to threaten suicide. Distressed, McKeon decided to try to provide these users with the emotional support they needed. He concocted a plan to recruit psychology students who would volunteer to offer counseling and advice via chat lines to depressed Moodswing members. The volunteers would be tested and vetted in an effort to curate their quality. This “amateur therapy” offering would represent a new form of value exchange facilitated by Moodswing. It’s an intriguing concept, but one that raises some obvious questions—in particular the potential danger in having untrained and unlicensed counselors offering psychological guidance to people whose lives are at risk. As of mid-2014,

To address this issue, LinkedIn layered an additional interaction on top of its core interaction: It began allowing users to organize themselves into groups and start discussions. This second form of interaction didn’t achieve the popularity LinkedIn had hoped for either. Given the self-promotional behavior that a professional network encourages, the loudest users in the groups were often also the most obnoxious. So LinkedIn went on to add a further interaction, partly driven by the quest to monetize the platform: it allowed recruiters to use the site to target candidates, and advertisers to target ads to relevant professionals. Later still, LinkedIn created another interaction when it allowed thought leaders, and subsequently all users, to publish posts on LinkedIn for others to read, effectively turning the site into a publishing platform. This combination of many forms of interaction gives users more reasons to visit LinkedIn.

However, advent of the network and the internet changed everything. Today IT is hardly about computing or writing code. Information technology today is about growing the business, marketing, relationship management, communications, recruiting, intellectual capital, and most importantly -- business differentiation. This new environment has made IT a revenue engine and a mission critical function.

For consumers, most of these problems are invisible. That is by design. You’re not supposed to know that the trending topics on Twitter were sifted through by a few destitute people making pennies. You’re not supposed to realize that Facebook can process the billions of photos, links, and shareable items that pass through its network each day only because it recruits armies of content moderators through digital labor markets. Or that these moderators spend hours numbly scrolling through grisly photos that people around the world are trying to upload to the network. Uber’s selling point is convenience: press a button on your phone and a car will arrive in minutes, maybe seconds, to take you anywhere you want to go. As long as that’s what happens, what do consumers have to complain about? Now joined by a host of start-up delivery services, ride-sharing companies are in the business of taking whomever or whatever from point A to point B with minimal fuss or waiting time. That this self-indulgent convenience ultimately comes at the expense of others is easily brushed off or shrouded in the magical promise that anything you want can be produced immediately.

The goal of a Digital Personal Brand is to stand out immediately when a Recruiter researches you online.

YOUR MIND WILL PLAY TRICKS ON YOU There are many days you will feel like you are riding a roller coaster. Just remember — this is normal. There is no way around it. You will have mental ups and downs in this journey of building your business. You get started in the business, and you are fired up! You have huge dreams and expectations. Then you get your first no, and your dream gets shattered. You stay with it, and go through some more rejection and finally recruit a great partner … woohoo! You are back on top of the world. Then that recruit quits the next week … you are back in the dumps. But then you recruit someone else, and you see hope again! And maybe your business starts to get traction and grows. But after a while, 90 percent of your downline has disappeared, and your mind plays tricks on you. Now you wonder if it is even worth recruiting anyone else, if most are only going to quit anyway. So now the phone weighs 300 pounds, and you just can’t get motivated to make calls.

Don't count the people you recruit; count the people you help succeed.

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