Always Changing the System
We have personally lost great front line distributors, many of whom could have become legends in this industry, because they just couldn’t stop changing systems. In fact, in one case, we lost the leaders of an entire foreign market.
Just imagine the possibilities if you started on the ground floor in a brand new country with 1,500 serious prospects who came to learn more about your business on opening day; the company you represented was a billion-dollar MLM company already successful in twenty other countries: and all the new distributors signing up were within your first five levels. Also, assume that your sponsors were extremely well known and had all the training manuals ( audiotapes, videotapes, books ) translated into every language on your continent and then set up a second home in your part of the world in order to spend significant time supporting you. Under these circumstances, failure seems impossible.
Believe it or not, failure was the end result: the key leaders quit the business within eighteen months. They failed because they changed their name from the Yarnell Organization to another unknown group, gradually eliminated every system we taught them, and consumed much of their time routinely changing their training materials – it was the ultimate Scatter Bomb. Every one of our systems had proven success, and every one of theirs rapidly failed. But they still maintain that their organization collapsed because they just didn’t have a good enough compensation plan. And we provided them with many other forms of support, financial and otherwise, that we haven’t even mentioned! The truth is that they and their downline were victims of the Scatter Bomb. But frankly, as their sponsors, we have to accept a great deal of the responsibility for their failure because each time they made a system change, and it was very frequent, we protested only gently.
Unlike the typical recriminations in traditional business after such a collapse, we are still friends with this group of distributors despite the failure. This experience was an important and painful lesson for us, so we want to pass it on to you so that you might avoid our mistake. And here’s the primary lesson: New distributors must literally be indoctrinated into duplicating your system. They must be taught in the beginning to follow the system of their sponsor and not deviate from it. Today we tell our newest associates in no uncertain terms that the day they deviate from our system is the day they lose their support. It’s a serious matter for us. What we’ve learned is that even if you handpick the best recruiters and most committed people in a newly opened foreign market, set them up with all the training tools they need, help close their best prospects, sign them up during an opening day launch attended by the company’s highest dignitaries – even if you do all that – if those people are unwilling to duplicate one simple system that has proven itself elsewhere, they are destined for failure. That’s the frightening reality about the Scatter Bomb.
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