Design Your Own Income . . . Practice the Art of Making Big Money
Dr. Eileen Silva © 2006
email: ensilva@aol.com
web: http://www.easilymakingmoney.com/
All of my networking career I have heard these stories and more. I know you’ve heard them too:
“Earn $10,000 your first month!”
“Earn a six figure income!”
“Earn a full time income working part time.”
For years, I agonized when people asked me how fast they could hit $10,000 a month. I usually answered that question with a series of questions:
“Have you ever done any networking before?”
“How large an organization have you built?”
“How much time do you have to invest?”
“What’s your budget for advertising, promotions, etc.?”
“How coachable are you?”
“Are you willing to enroll in and follow through with our mentoring program?”
“And what kind of success story do you personally have with our product?”
Then, like an IBM computer, I mentally entered this data into my evaluative processes and came up with a qualified answer. The qualified answer was usually something like, “Well, we certainly CAN get you up to $10,000 or above, but there is no actual way to predict how fast, because a lot depends on . . .”
Then I’d go into an ‘evasive’ qualified answer that didn’t really offer any assurances. A couple of years ago, I had a really hot prospect with a fabulous MLM track record on the line, and she said, “If you can guarantee me that I can make up to $10,000 a month by my third month, I’ll join your company and really build this.”
At that time, I had no predictable way to utter such a promise and be sure I could deliver on it, so I passed, but it continued to haunt me that I could not accurately design an income for someone that talented. After all, we can design our bodies, houses, careers, etc. --- we ought to be able to design an income in MLM, just as we do in traditional business! If you went to work for J. C. Penney’s, you’d get a tangible dollar income and have a certain number of hours that you’d be working, and you’d pretty much be able to calculate your earnings.
Since that time, I have become an income specialist. I can now tell you, with my company’s compensation plan, exactly what you need to do to produce $10,000 a month. The key is . . . for your company to have the kind of pay plan(s) that includes some pay spots that are easily figured and have some sort of front-end money. It’s really helpful, too, if your pay plan has a weekly payout so that your recruit can easily keep up with production levels.
I arbitrarily picked “$10,000” a month for my income “lesson plan,” so that I could give you the formula in less than 30 seconds, and you’d actually wind up making $12,060 with it in your first month, but I’ll bet you wouldn’t complain even if you mess up a little and didn’t quite make it.
We have an obligation in network marketing to help people “bring home the bacon.” To do that, it’s critical that we help our people realize their income dreams fast enough to prevent attrition from canceling out new recruiting (a definite sign that new people aren’t making enough). We need to focus more in coaching the new distributors effectively in how to be successful in measurable terms. Here are some guidelines for you in working with your new recruits:
1) Let them set income goals and then design a work plan that will produce in 12
months or less (preferably 90 days or less for initial goal);
2) Define the game plan for your recruits’ new recruits;
3) Mentor with all necessary skill sets included in your coaching plan;
4) Plug your people into all support system trainings and tools that will assist them further;
5) Always remember that “signing them up” is just the beginning and carries a great deal of responsibility with it. Be ready to be a leader and do what is necessary, or don’t personally sponsor them;
6) Be sure to have an evaluation process in place for you and your distributors to be able to analyze regularly how things are going and to make on course corrections where they are needed.
Being a networking leader is quite a bit like being a parent! You make an emotional commitment to provide guidance and mentoring no matter how long it takes, and for as long as the company and both parties are still alive, we are in relationship, whether we like it or not.
I don’t know about you, but I feel a tremendous sense of personal connection to those who choose me as their sponsor. I’m going to assume that you do, too. So let’s all “raise the bar” in our industry and become as genuinely interested in our new recruit’s income as we are in our own, because you know what they say:
“When you help others get what they want, you get what you want.”
