If you have made the commitment to succeed in the Amway business, almost nothing will stop you from attending every meeting, seminar, and function that your can possibly attend.

Successful distributors attend every event they can. Instead of making excuses, they make it work.

The distributors who fail, fail to go to functions. The truth of attending your functions should be self-evident: Those who make sure they attend every meeting and function they can, and take the business seriously, are the ones who get ahead. Those who stay at home, stay where they are.

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Remember that just because you can’t see or touch the value of going to every available function, that doesn’t mean the value doesn’t exist. It means you need to practice seeing the truth: that attending seminars and functions is one of the healthiest and most important things you can do for your future.

I’ve studied thousands of distributors at every level in your organization, and the facts are undeniable.

The people who succeed in this business attend the functions. The people who don’t attend the functions don’t learn from them, they don’t grow, they don’t get motivated, they don’t reaffirm their goals, they don’t stay in focus, they don’t regain their perspective, they don’t stay with it, and they don’t succeed to the level they could.

WHAT TO DO:

1. Make the commitment. Start seeing seminars and functions as essential steps in your Amway business career.
2. Take every function or seminar seriously. They may be fun, but their lasting benefits are important and serious.
3. Never make excuses about why you can’t attend. Spend the same amount of time working on your plan to get there.
4. Get out your planner and schedule every available event during the next twelve months. Then go.

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Books, tapes, videos, three-ring binders, business and educational materials – your family or your friends usually won’t say too much about those.

But a three- or four-day vacation, “taking time off from work, traveling how far? to do what?” sometimes doesn’t sit too well with the uninformed friends, relatives, and non-Amway “civilians” that surround you.

If you, or someone important to you in your life, thinks you would be better off not going to functions, it’s a case of short-sighted thinking. It’s time to refocus on the long-term benefits of attending.

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Unfortunate people who can’t see what he can’t touch.

You can read the books, or watch the videos, or listen to the cassettes, over and over again. You can touch the tools. But functions are different. You can’t hold seminars and functions in your hands.

You can experience the function, for the most part, only while you’re there. After that, you have to remember, and try to regain the enthusiasm and the spirit that you felt then, while you were there. It’s often easier to justify the investment in something you can hold onto.

Because seminars and functions are experiences, they could seem to be “here today and gone tomorrow,” with no real value to you in the future.

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What I discovered about Amway functions was:

THERE ARE TWO KINDS OF DISTRIBUTORS:

THOSE WHO ATTEND FUNCTIONS – AND THOSE WHO DON’T

I had been studying the attitudes and opportunities of Amway Distributors for some time before I decided to study the Amway functions themselves – and in particular, who attended those functions, and who stayed home.

I didn’t make my observations by reading about your functions, or talking to attendees on the telephone. In the past three or four years I have personally attended, and spoken at, a great many of your functions.

During that time, I discovered some key differences between Distributors who attend functions regularly, and Distributors who don’t. I’ve summarized the differences in two lists, as follows.

People who attend functions:

1. Are the most interested in getting ahead.
2. Are serious distributors.

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The possibility that a tragic event may occur at an office or place of employment is not first and foremost on the minds of every worker. But when it happens, it makes the news and strikes fear among all workers.

Two episodes so far this year show how random and tragic these incidents can be. A disgruntled ex-employee marched into a truck rental company near Atlanta and opened fire, killing two and wounding three in January. During a shift change, an employee at a transformer manufacturing plant in St. Louis killed three and injured five. These incidents had nothing in common other than the fact that innocent people were killed on the job.

These incidents were reminiscent of an event that happened in South Florida more than 20 years ago. When Arthur Kane murdered Jose Argillagos in the Merrill Lynch offices in Kendall shock waves rippled throughout South Florida. Concern about violence in today’s workplace is so critical that OSHA formed a new alliance in March last year with Florida health care providers and professional associations to work together to address the problem of workplace violence in the state.

SCARY STATISTICS

The number of work-related homicides rose by more than 40 percent from 2006 to 2007 in the state of Florida, according to OSHA’s area director. Recent numbers are equally alarming. These extreme examples of violence are often entirely unexpected. However, employers are, by law, required to provide a safe workplace.

Many incidents are foreseeable and/or preventable. Recognizing a situation that may escalate and erupt into violence is often the key to stemming the violence.

Through the use of effective pre-employment documents and thorough background checks, certain temperaments can be understood and situations avoided. Upon the potential hire of a new staffer, employers should conduct background investigations to discover prior convictions, litigation history, motor vehicle records, employment references, credit history, education records and other relevant background information concerning the applicant.

Further, it is incumbent upon management to establish policies on workplace violence and to enforce them. A written zero-tolerance position on violence, threats or abusive language allows management to terminate anyone who violates the policies. Drug testing may also be a manner of pre-empting violence. In addition, a workplace violence policy should also include a procedure to confidentially report threats and drug abuse. It is not unreasonable for employers to retain security consultants, psychologists or other professionals to handle threats quickly, effectively and legally.

RESOLVE CONFLICTS

Of significant importance, supervisors should be trained in conflict resolution, stress management, managing change in the workplace and recognizing the early warning signs of violent employees. For the safety of themselves and their colleagues, they must be sensitive to the fact that small issues can suddenly escalate into workplace problems. Employees should be trained regarding their responsibility to report threats or violence.

Finally, implement an employee assistance program. Such programs have been shown to be effective in helping employees who are having a difficult time.

No one goes to work with an expectation of conflict, let alone violence. Sadly, however, even an office can be a place of risk. However, with proper policies in place, the risk of tragedy can be reduced.

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Companies turn to Human Resource Outsourcing to Alleviate Administrative Burden

TORONTO, March 11  – The globalization of business is occurring at an unprecedented rate. Focusing a corporation only on home soil dramatically limits the size of market a firm can serve. With this realization comes a push for business leaders to seek growth opportunities. This leads motivated companies across the border, expanding into the U.S. or Canada.

Unlike many locations overseas, cross border expansion offers a full spectrum of advantages such as the use of Western business models, English as the first language of business, highly developed infrastructure, and quality labor assets.

While there are similarities in organizational culture between the U.S. and Canada, it is crucial to the success of an expanding business to be aware of the disparity that exists as well. Companies unfamiliar with the differences between the Canadian and American employment fields can face many challenges. To ensure the transition is successful, it is vital that a company understand the legislative differences between Canada and the U.S. employment, and the consequences of overlooking those differences.

There are two major differences within American and Canadian employment environments: cultural and legislative. The history of social welfare in Canada has led to higher labor standards in areas such as employment insurance, collective bargaining, workers’ compensation, leaves and terminations. For example, it pays to be aware that in Canada most employees are entitled to up to 52 weeks protected maternity/parental leave, and “at-will employment” does not exist. Additionally, workplace alcohol and drug testing is much less prevalent in Canada – most mandatory testing is prima facie discriminatory and the employer will have to justify it as a bona fide occupational requirement.

Companies who fail to adhere to a country’s employment laws can find themselves in time consuming and costly litigation. For example, employees in Canada and the U.S. can file complaints against an employer through Employment Standards Tribunals, at no financial cost to the employee but at a significant burden to the employer in time and cost.

The good news is that there are many resources available to assist new companies in breaking through the border. Companies can acquire information from government bodies, and can hire an employment lawyer or a Human Resource Manager well versed in employment legislation. However, for companies who lack the time and funding, or prefer more flexibility, another solution is to use a total Human Resource Outsourcing Provider. This is distinct from a Functional Human Resource Outsourcer that specializes primarily in one area of HR, such as job placement or payroll.

A total Human Resource Outsourcing Provider is the solution for a company needing Canadian or American expertise in all areas of Human Resources and employment. Such a company will build and implement a Human Resource infrastructure that is not only in compliance with Canadian legislation, but fits with the needs and culture of a U.S. company in Canada, and vice versa.

Another valuable option for new companies in Canada is a total HR Outsourcing Provider that can offer Third Party (or “Outsourced”) Employment services, becoming the employer of record for some or all employees if a company lacks the infrastructure to be an employer themselves in their own country or across the border. This employment can be short term or long term based on the company’s needs. As the employer, the Third Party Employer should ensure all employment laws are adhered to and should handle employee payroll, tax remittance, workers’ compensation, registration, benefits, separation paperwork, performance management and conflict resolution, while keeping day-to-day management of the employee in the client company’s hands.

Business in the U.S. and Canada differs in many respects, despite similarities in customs, language, economic trends and judicial principles. These differences demand considerable review, amendment and modification of standard employment practices. With informed appreciation of these matters along with the aid of Human Resource Outsourcing Provider, businesses should find the cross border transition relatively smooth and successful.

About HR Options

HR Options is a total Human Resource Outsourcing Provider in Canada and the U.S. with a proven track record. HR Options’ expert consultants offer Human Resource Consulting Services and Third Party Employment Services that complement each other, and are cost effective and flexible in accordance with client needs. www.hroptions.ca

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Amway “functions” are so important that these seminars and large group meetings stand out as “super events” in the annual meeting schedule of every successful Amway Distributor. When I studied your organization, on one hand I could see there was an exceptionally enthusiastic distributor attendance at all major Amway Distributor functions.

But at the same time, I recognized that some distributors weren’t even attending these events. Or they were attending some of them, but not others.

There “other” distributors” were missing everything the functions were providing – they were staying home – and I wanted to know why.

So I decided to carefully study the role of Amway “functions.”

What I discovered about those who attended functions, and those who stayed home, led me to an important truth about your business, and more important to you, how you can be more successful in your business.

What I discovered about Amyway functions was:

There are two kinds of Amway Distributors.

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Clientele: Anyone with a disability of any kind can often be helped, even if it is in a small way, by modern technology. Since the computer is so versatile it can be used in a variety of ways, either with special hardware or software. You can help these people directly or offer your services to care facilities.

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Computer can be used for both fun and learning at the same time. There is a wide variety of educational software available, often dressed up to look like a simple game, which you can use. Since the classes are held at summer camp consider using the computer to teach outdoor skills such as how to recognize different types of plants and animals. For example, how to identify a Douglas Fir Tree in British Columbia or an armadillo in Texas.

Marketing: Send a letter of introduction to the administration of summer camps and groups such as the Scouts or church organizations. You may not make much money in this business (in fact many special camp instructors are volunteers) but you should find it quite rewarding.

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Requirements: All you need for this business is a willingness to help those with special needs. Any computer and skills you have can be put to good use, whether it is just using the computer to play games with young children, as an electronic tutor, or as a care aid.

Marketing: This is not really a business, although you could market it that way to private care facilities. A better use of your time and skills would come from volunteering your services to some of the many needy charity and disabled aid organizations in your area. Send a letter or place a telephone call to any one of these groups and see if they could use the unique kind of help you can offer.

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