The Team Builders Textbook… circa MonaVie
I had mentioned the The TEAM Builder’s Textbook before in a comment on the importance of punctuality. It’s time to revisit some of the other sections from this sacred text.
MonaVie is the very best in the industry!
The handbook was written back when TEAM was closely aligned with MonaVie. Read what they had to say about the purple juice concentrate in the book’s introduction:
Getting involved with MonaVie and Team provides one with the very unique chance to have both opportunity and wealth-thinking. This book is about this second component. Regardless of how great the MonaVie opportunity is (and through extensive benchmarking analysis, we happen to think it is the very best in the industry!), one must know how to utilize, build, and sustain it for the full potential to be realized in your life
We now know that Orrin received a $3,000,000 loan from MonaVie for joining the company and bringing along his distributor force. This was something he didn’t mention in his 28-point post about why MonaVie was the right business for TEAM.
Sling, Squeeze, and Side Action
This was a method TEAM used to build a network. I had previously discussed the topic back in 2011. I even provided a link to a current TEAM member’s description of the process, which you can read here. This method had been codified in the TEAM Builder’s Textbook on Page 109:
This process is referred to as a “squeeze.” It involves calling someone back (or going back to their house) once other prospects on that same team have agreed to join. Chronologically speaking, it is only fair, if you showed prospect A the plan before someone on the team (or you) showed prospect B, to ask prospect A if he or she would now like to get in and therefore have prospect B on their team. All you are doing is giving prospect A one final chance to have the teammates on his or her team that he or she would have had had prospect A signed up the moment you showed him or her the plan. It might be helpful to tell prospect A something like, “It might not be clear to you why it is an advantage to have people you don’t know yet on your team, but you’ll thank me later!”
This method of stacking and building the business is one of the reasons why Orrin Woodward was terminated from Amway in 2007.
Media War and Results
In Chapter 9, the handbook discusses the great media war that TEAM is waging. In it is described how to measure one’s success in the business:
Make your ultimate measure of success in your business journey the number of people you help along the way. Oh yeah, and as a result, you’ll probably make some money, too.
I would like to think that this site has helped people either (1) get out of the business or (2) not get started in the business to begin with. As a consequence of that, this site has saved people thousands of dollars each year by not being a part of an MLM business.
Chapter 11 has a section on the perils of cross-lining. This is where people from different organizations talk about their businesses in a way that — according to the handbook — can harm both businesses. If cross-lining is so bad, how come members of the Policy Council, many of whom are cross-line to each other, can talk to each other about the business? The only purpose of cross-lining is to control the information flow from the top down.
Gotta love the disclaimer at the end:
While the techniques and approaches suggested have worked for others, no one can guarantee that these techniques and approaches will work for you. We hope, however, that these ideas assist you in developing a strong and profitable business.
Exactly. There’s no guarantee that what may have worked for Orrin and Chris will work for the rank and file TEAM/LIFE member.
Readers: Here’s your chance to comment and discuss your “favorite” sections from the TEAM Builders Textbook.