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How to Better Support People in Diamond or Silver Club?

Understanding Placement and Mentorship

  • The speaker questions the rationale behind placing individuals under others in the club, seeking clarity on whether it was for support or because they were deemed suitable.
  • In previous years, the speaker actively encouraged team members to join Silver Club but felt that many were not fully committed, leading to a lack of engagement and discouragement.
  • The speaker reflects on challenges faced when mentoring less engaged members, noting difficulties in troubleshooting and attendance at classes.
  • A new mentee has shown excitement about qualifying for leadership despite limited enrollments; the speaker expresses a desire to mentor her effectively while still placing people under her as needed.
  • The speaker emphasizes a personal rule of only helping with one-third of what someone needs, advocating for independence in building their own teams.

Strategies for Effective Mentoring

  • Clear communication is essential; setting expectations helps prevent dependency on the mentor for enrollments.
  • Scheduling activities is crucial; ensuring that mentees have structured plans can lead to better outcomes and accountability.
  • Daily accountability texts are suggested as an effective method for tracking progress towards goals, fostering responsibility among mentees.
  • Group mentoring can be beneficial; connecting with other uplines may create a supportive environment where multiple individuals work towards common goals.

Transitioning from Elite to Higher Ranks

  • A participant shares their experience transitioning from being elite without strong builders, highlighting the importance of belief in the business model.
  • Initially lacking confidence led to hesitancy when discussing business opportunities; this changed over time as belief grew stronger.
  • Passionate communication about the business now leads to higher enrollment rates compared to earlier experiences.

Building Confidence and Expanding Networks in Business

The Importance of Belief in Business

  • The speaker emphasizes the necessity of having a strong belief in the business, suggesting that confidence attracts others to join.
  • They recount their early experiences starting DoTERRA at 22 while still in university, highlighting a lack of credibility and influential contacts.

Strategies for Engaging with Cold Markets

  • The speaker discusses the importance of learning to work within cold markets to attract diverse individuals into the business.
  • They share personal challenges faced when moving from Chile to the U.S., noting difficulties in building a local network.

Setting Goals for Business Conversations

  • A challenge is proposed: aim for 100 business conversations within a month to increase outreach and engagement.
  • Presenting the business idea to many people quickly is encouraged as it builds rhythm and confidence, making it easier than slow, sporadic presentations.

Overcoming Mental Blocks at Different Ranks

  • The discussion shifts to mental barriers associated with staying at certain ranks (e.g., premier), stressing that these can hinder progress.
  • It’s suggested that new team members can achieve rapid success, which may challenge existing beliefs about rank limitations.

Daily Mindset Work and Leadership Potential

  • Regular thought work is recommended to combat doubts about one's ability to lead others effectively.
  • Encouragement is given for being bolder in believing one can help others succeed quickly within the business framework.

Navigating Logistical Challenges and Incentives

Addressing Product Delivery Issues

  • A participant mentions logistical challenges related to product delivery in Panama City, seeking advice on how to motivate prospects amidst these issues.

Maintaining Focus on Primary Goals

  • It's advised that participants keep reminding themselves that their primary focus should be on building their doTERRA business rather than getting too comfortable with side jobs.

Creative Solutions for Shipping Costs

  • Suggestions are made regarding pooling customer funds for shipping costs as an incentive mechanism; this could also serve as recognition for achieving ranks like elite or premier.

Insights on Building a Business in Panama with doTERRA

Overcoming Financial Barriers

  • The speaker expresses familiarity with doTERRA products and highlights the paradox of high spending on gyms and supplements in Panama City, despite claims of financial constraints. This raises questions about how to demonstrate potential income through a small network.

Structuring Financial Incentives

  • Wendy's rank is identified as Premier, and she discusses the financial implications of helping someone grow to Silver rank, estimating an additional $500 for herself. This emphasizes the importance of aligning incentives with personal gain.
  • The speaker suggests being generous while ensuring profitability, advocating for structured financial incentives that support growth without risking losses.
  • A strategy involving double fast start bonuses within specific timeframes (30 or 90 days) is proposed to encourage quick results and motivate new recruits.

Retail Strategies in Challenging Markets

  • The discussion shifts to retailing products for immediate profit as a viable option for those needing quick cash flow, suggesting leveraging product points effectively.
  • Challenges related to delivery logistics are noted, particularly the added costs when shipping from the U.S., which can deter potential customers from purchasing kits.

Focusing on Business Development

  • The speaker emphasizes selling the business opportunity rather than just products, encouraging builders to retail items as a means of offsetting their costs and fostering relationships.
  • Builder presentation calls are recommended as essential tools for engaging influential individuals who can help pioneer market growth.

Strategic Recruitment and Market Expansion

  • A proactive approach is suggested: targeting three influential builders instead of focusing solely on customer sales. Setting deadlines can create urgency in recruitment efforts.
  • The speaker shares personal experience hiring a strong salesperson to market products, illustrating practical steps taken towards building a successful team.

Navigating Founders Club Requirements

  • Clarification is provided regarding incentives for closed markets; achieving Gold rank before market opening secures automatic entry into the Founders Club once launched.
  • Specific requirements are outlined: maintaining Gold status consistently post-launch will be crucial due to limited founder spots anticipated in Panama's market size.

Understanding Volume Requirements

  • For founders' eligibility, it’s emphasized that three personally enrolled premiers must be based in Panama, with 90% of volume generated locally—highlighting strict criteria for participation in exclusive programs.
  • Further details clarify that while other volumes count towards ranks, local engagement remains critical for qualifying under founders’ guidelines.

This structured overview captures key discussions around building a doTERRA business specifically tailored to challenges faced in Panama while providing actionable insights into recruitment strategies and incentive structures.

Discussion on Business Strategies and Customer Engagement

Personal Standards and Team Support

  • The speaker emphasizes the importance of having personal standards in business, stating that they will travel to support newly enrolled elite members when they achieve their status.
  • They express a commitment to visiting team members who reach gold status, regardless of their level within the organization, highlighting a proactive approach to team motivation.

Travel Benefits and Business Focus

  • The speaker mentions having travel benefits through their spouse's job at Air Canada, allowing them flexibility in supporting their team globally.
  • A shift towards prioritizing business discussions is noted; however, the speaker still signs up more customers than business builders due to this focus.

Customer Education and Product Engagement

  • The strategy involves leading with business opportunities but also ensuring customers are encouraged to try products if they decline the business offer.
  • The speaker describes a "downsell" approach where potential customers are first offered a business opportunity before being introduced to product offerings.

Wellness Consultations and Customer Care

  • After enrollment, traditional wellness consultations are conducted to help customers create personalized plans for using purchased products effectively.
  • Customers receive guidance on product placement in their homes for better visibility and usage integration into daily life.

Community Building and Communication

  • Monthly customer calls are organized for sharing testimonials, discussing promotions, and addressing questions from participants.
  • Different communication methods are utilized for customer engagement, including text messages for U.S. customers and WhatsApp groups for international clients.

Conclusion of Discussion

  • As the session wraps up, there’s an acknowledgment of time constraints with an invitation for any last questions before concluding the meeting.