Page 7 - Leadership Format System

Foreword
I want to personally welcome you to the HGI family. Our goal is to help you build a tremendous marketing team to help you make your dreams come true. At HGI, our definition of marketing is the continuous opening of outlets and the simultaneous movement through the outlets (see back of LFS Manual). The Leadership Format System will be the key for you to build a large network of outlets and a huge base of multi-product using clients.
Your future takes a giant leap forward right now by studying this HGI Leadership Format System manual. Then, through relentless repetition and copying our blueprint for success, you possibly can make your dreams come true, as many others have before you, by using our proven, duplicable turnkey system.
I once heard a story about Thomas Watson, the founder of IBM. When asked to what he attributed the phenomenal success of IBM, he is said to have responded:
“IBM is what it is today for three special reasons. The first reason is that, at the very beginning, I had a very clear picture of what the company would look like when it was finally done. You might say I had a model in my mind of what it would look like when the dream - my vision - was in place.
“The second reason was that once I had that picture, I then asked myself how a company which looked like that would have to act. I then created a picture of how IBM would act when it was finally done.
“The third reason IBM has been so successful was that once I had a picture of how IBM would look when the dream was in place and how such a company would have to act, I then realized that, unless we began to act that way from the very beginning, we would never get there.
“In other words, I realized that for IBM to become a great company it would have to act like a great company long before it ever became one.
“From the very outset, IBM was fashioned after the template of my vision. And each and every day, we attempted to model the company after that template. At the end of each day, we asked ourselves how well we did, discovered the disparity between where we were and where we had committed to be, and at the start of the following day, set out to make up for the difference.
“Every day at IBM was a day devoted to business development, not doing business.
“We didn’t do business at IBM, we built one.”
I may not have remembered this story word-for-word, but I do know that it gives me an entrepreneurial perspective into what makes a great business great. This is the model that I have always used, and encouraged our new up-and-coming Leaders to use as well.
For training and educational purposes only. Not to be used with the public.
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