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Randy Gage. Defcon 1 Direct Selling
DEFCON 1 DIRECT SELLING
CONTENTS
Guide
Pages
Introduction Living the Nightmare Dream…
And That’s Why I Can Actually Write This Book
But I Want You to Know the Truth
I See Dead People
And then Something Fascinating Occurred
And That’s Why I’m Writing This New Book
Because True Leadership Deals with the Messy, Complicated, and Dark Areas as Well
One of the Most Important Leadership Skills is the Ability to Tell the Truth
CHAPTER 1 It’s All on You
The Person Most Responsible for This Turn of Events was Me
But Here’s Where I Had Really Fallen Down
How Behavior Is Changed
Here’s the Hardest Part…
Another Example of Poor Decision-Making and Leadership on My Part
Here’s the Thing
Own the Problem
Five Frequent Mistakes
1) Let’s Pretend This Isn’t Happening
2) Let’s Keep This a Secret
3) Let’s Launch a “Distract Attack”
4) Let’s Rewrite History
5) Let’s Spin This as a Victory
Lead Through the Bad to the Other Side
CHAPTER 2 The Sacred Responsibility of Sponsoring
Feeling Frustrated, I Resolved to Become a Recruiting Machine
Reexamining My Process
Leading Yourself
Your first responsibility as a leader Is to become successful
Build the Foundation
Time Expectations
Financial Realities
Social Connections
Care Enough About Your People to be a Truth Teller
Time Stood Still
Look Inward
Make Your Own Path
CHAPTER 3 How You Become a Model Leader
Who I Had Become
Self-Development
Skillsets for Success
Public Speaking and Presenting
Team Building
Set the pace
Conflict Resolution
Confront issues and comfort people
Get the parties together
Work to Stay Away from Personal Attacks and Focus on the Issues Involved
Keep Politics and Favoritism Out. Concentrate on Just and Fair Outcomes
Always Come Down on the Side of Integrity
Leadership Strategies
CHAPTER 4 Unleashing Your Secret Weapon: Culture
Your Team Doesn’t Have a Culture. It Is a Culture
Integrity
Ethos
Recruiting
Another Important Element of Recruiting
Physical and Digital
Self-Development
Sometimes Your Worst Candidates Are Really Your Best Candidates
Pace of Growth
CHAPTER 5 Building a Golden Goose (And Protecting Her)
Process versus Improvisation
Push-and-Pull Partnerships
When You Build the Culture and Infrastructure Right, You Make Your Team the One Everyone Wants to Work With
CHAPTER 6 Creating Momentum and Exponential Growth
Exponential Growth Is Not a Fantasy
1) A Sexy Product Story
2) A Dynamic Executive Team
3) Lots and Lots of Money
4) A Compensation Plan That Promotes Healthy Growth
5) A Strong Field Leadership Team
CHAPTER 7 Dangerous Field Dynamics and How to Solve Them
Crossline Navigation
A Rogue Leader Unplugs from the Team
The Leader Is a Toxic Person
The Leader Has Low Self-Esteem and Doesn’t Want to Be Recognized in the Group
Your Sponsor Lacks Integrity
Two Leaders in a “Civil War” Try to Get Their Teams Involved
A Distributor Lacks Support at Home…
A Leader Is Promoting Sketchy, Off-System Webinars or Events to the Team
You’ve Sponsored Someone Who Is a Distraction Factory
The Leader Is Easily Distracted or off System
A Team Member Is Recruiting for Another Opportunity
One or More Top Leaders Leave to Join Another Company
Other Times It’s Not So Seamless
CHAPTER 8 Protecting Your Team Against Zombies, Dinosaurs, Parasites, and Terrorists
MLM Zombies
Dinosaurs
Parasites
Terrorists
This Is Not the Same Thing as Competing Against a Legitimate Competitor
CHAPTER 9 Why 90 Percent of Current Companies Will Be Extinct by 2025
1) They Don’t Have a Viable Product Line to Compete
2) Their Business Model Can’t Be Operated on a Smartphone
3) They Don’t Invest in Marketing Infrastructure
4) Their Comp Plan Sabotages the Results
Bucket One: Poster Child Plans
Bucket Two: “CEO Couldn’t Buy a Clue About the Business” Plans
Bucket Three: Plans That Penalize Retailers
5) They Haven’t Become Tech Companies
Social Media Failures
E-Commerce Failures
CHAPTER 10 Why Brilliant, Visionary CEOs and Founders Usually Fail
Bold Vision Does Not Equal Good Management
The Martyr Leader
CHAPTER 11 Dealing with Corporate Mistakes, Incompetence, or Malfeasance
The Company Employs Incompetent People in Important Positions
The Company Keeps Overpromising on Releases (New Products, Marketing Materials, or Promotions) at Major Events and Then Doesn’t Deliver on Time
The Company Promotes Crappy or Off-System Marketing Materials to the Network
The Company Is Paralyzed by Internal Politics
The Comp Plan Isn’t Working, or the Company Makes Changes That Backfire
Avoid a DEFCON 1 Meltdown
A Modification That Needs to Play out in a Lot of Existing Companies
The Most Important Part
The Executives Are Totally out of Touch with What Happens in the Field—Yet Convinced They’re Omniscient, Omnipotent Geniuses
When You Schedule an Event, Have an Objective for It
The Company Becomes the Target of Regulatory Action or Negative Publicity
Calm Is Contagious
Company Execs Are Abusing Their Leadership Positions
The Company Is Making Bad Deals with Zombies and Dinosaurs
A Situation Where BDAs Actually Make Sense
The Companies Chasing after These Zombies and Dinosaurs Believe They Are in a Race to Sign the Best Talent
The Company Announces They’re Going out of Business
CHAPTER 12 When the Missiles Are Airborne
When Skynet Becomes Self-Aware, the Missiles Are Airborne, and Judgment Day Is Upon You
Final Solution One: Take Retirement or a Sabbatical
Final Solution Two: Unplug from the Company and Basically Deal with Them as a Product Vendor
Final Solution Three: Quit the Company
If You Have to Take This Option, Here’s How to Do It
You Have the One Thing These Companies Do Not: The Single Most Valuable Asset in Our Business
Epilogue Rebuilding After Doomsday
They Quit Because They Lose Faith in Themselves
Strength Comes from Resistance
Your Greatness Lies on the Other Side of Your Fear
True Leadership Involves a Two-Part Process Using the Power of Your Leadership to Make Others More Powerful
Recommended Resources
Bonus Content
Objectives of a Well-Designed Compensation Plan:
7 Truths of Building Successfully. Truth 1. It doesn’t matter what works. A lot of stuff works. What really matters is what duplicates
Truth 2. If you “drive” lines, they won’t duplicate. You have to build them with people and process
Truth 3. The closer you adhere to “the formula,” the stronger your duplication will be
Truth 4. You can make the best decisions only if you’re working from a valid sample
Truth 5. Your system should be based on the premise that all team members practice three actions simultaneously. Those actions are study, do, and teach
Truth 6. Make all recruiting interactions dependent on a third-party tool
Truth 7. Open people; don’t close them
Acknowledgments
About the Author
Index. A
B
C
D
E
F
G
H
I
J
L
M
O
P
Q
R
S
T
V
W
Z
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