Giant company Cisco has undergone some big changes in the kind of person they hire to groom for leadership…read and then take the 4 question survey and tell where you stand.
In the old days, nearly all big companies had a “command and control” environment. Where from the top banana on down, everyone did what the next higher-up told them to do.
But not anymore. While “some people need a command and control environment” that is not the way of the future, says the company chairman, John Chambers.
They look for people who can lead working groups, who have ideas they want to test and who want to lead by doing new things.
In the NM business, we have all been told we’re “in business for ourselves but not by ourselves.”
What kind of team are you on? Are you encouraged to test new ways of recruiting and product sales?
Or are you in a “command and control” environment where the upline tells you “it’s my way or the highway” (as they sell you leads programs, etc.)
What about you?
Do you prefer a command and control environment where you don’t have to think of new ways to build your business? Where you are given the ways to do the business from the top down?
Or are you a creative type that loves trying new stuff?
What do you think it takes to be a successful network marketer?
Take the survey and see what others are saying.
I’m definitely the creative type.
I left my last NM company for a couple of reasons, one of them being the “old school” pressure. I was actually told if I didn’t do it their way, I would get no support.
I do recognize and appreciate other’s ideas and things they have done to get where they are. I’m open to suggestions, but I’m not a robot.
There was a time where command and control worked well. We are in a different time.
Love the question!
On the one hand, I think it is really important for new distributors to have some structure around building the business, so they can get going right out of the gate.
But there should be some variety of options, since different people have different strenghts and personalities.
If there are too many options, though, it is easy to keep going to the next option when one doesn’t seem to work, but never really getting good at one.
With that said, I personally spend 80-90% doing “standard” methods, and spend the remaining time trying out new things.
Walter Reade (from Wisconsin)
Slight Edge Sponsoring (ebook)
Slight Edge Networking (blog)
Very timely question, Kim. My company has two major organizations that provide upline leadership. The largest one is very much a culture of personality where everything evolves around several iconic figures. I don’t need to go into details – I think you can figure out the rest. While it may have a proven record of success, it just does not work for me and the people I call my team. We are in the process of making the switch to the other organization which is much more nuts and bolts traning focused and while they have leaders, do not promote any of them as action figure heros.
The Japanese, and in particular Honda, are well known for the innovative ways they do business.
They do not have a “command and control” environment. Instead, everyone has input about their products and services.
Consequently, Honda doesn’t need a government bailout to stay in business.
Eat Well. Live Well.
I’m definitly creative. I love to write my own content and create videos and experiment with different ways of creative marketing.
At the same time, I know when to follow a proven formula when it’s working and not trying to reinvent the wheel. I would rather not.
Improve the wheel, make it look different than standerd wheels, but I stopped trying to reinvent.