Page 148 - Leadership Format System

SECTION
III
Constant Personal Motivation
Director of Motivation
You must plan to communicate almost daily with your key leaders for their first two years. This applies whether they are a thousand miles away or in the same city.
Your leaders need to hear your praise when they do a good job, and your encouragement when they’re feeling down. This type of communication can mean everything to your team’s success. Your role is to be a vision stretcher, not a problem-solver.
One of the ways to achieve greatness is understanding the importance of setting goals, both short- and long-term.
A lot of leaders are capable of setting goals for themselves, but they miss out on a whole other dimension of leadership by failing to set goals for their people.
You must send out “Possibility Projections” on a regular basis. These are projections of how many recruits or how much production each person in your base will do in one month’s time. It helps stretch the vision of your team.
A similar method of goal setting is “Promotion Timetables.” These are printed projections for the month that a person in your downline team will achieve a certain promotion. For example, have a posted promotion list that includes every one of your leaders. Even if the person doesn’t make it, it gives them something specific to shoot for. They have a mental picture of themselves reaching that next level.
Alignment with the HGI Hero-Making Machine
RMDs develop local heroes in their base who get into the gravitational pull of EFC-SEFC leaders who likewise pull those leaders into the gravitational pull of CEO MD leaders who in turn get them into the all-company gravitational pull. You need to have a balance that allows you to attract, nurture and build people from all walks of life and all levels of ambition.
How to Develop Competitive Leaders
• Run a system that reaches people of all levels of commitment to help them achieve their goals and dreams. • Constantly encourage and inspire them with Constant Personal Communication.
• Recognize associates at all levels, not just your elite leaders.
• Use overlapping leadership to find highly competitive people who are willing to take charge.
• Remember, the key to success in our business is lots of people doing a little, led by a few doing a lot.
How to Develop Highly Competitive Leaders
• Highly competitive leaders do all of the things competitive leaders do and a lot more.
• Define reality to inspire the hard-chargers to have “Career Best Efforts.”
• Fuel competition from within your team.
• Challenge people to compete on the monthly leaders bulletin and win all company contests. • Stir their competitive spirit to rank among the elite builders of HGI.
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Section III — DIRECTOR OF MOTIVATION