Well, hello to the Network Marketing Pro community. My name is Eric Worre and today we re gonna explore something different. We re gonna talk about the 7 Deadly Sins in Network Marketing. Now, why would I want to talk about this? Here s why. If you re gonna be around this profession for a while, wouldn t it be helpful to know some of the things to avoid? Wouldn t it be helpful, if you re gonna have a long career here to understand the things that will absolutely rip an organization apart, will take your efforts and diminish those efforts? Wouldn t it be important to know that? And maybe if you re engaging in one or more of these activities now and you don t even realize that they are deadly to your long term success, wouldn t it be helpful to know? I ve been involved in the network marketing profession since 1988, a long time. I have engaged in almost all of these 7 Deadly Sins. So I know from experience that if you re around long enough you re gonna have the temptation. Sometimes it s because of ambition; sometimes it s just because of lack of knowledge. But after watching this video today you won t have the lack of knowledge anymore. You ll at least know the things that over time will have a negative impact on your business. I want you to become network marketing professionals. I want you to go to the top. I want you to have a smooth career. I want you to build something and have it last for a long time. So let s talk about Deadly Sin No. 1. Deadly Sin No. 1 is overinflating your product or your opportunity. We ve talked about this before, this idea of hyping up. The product has magical cures, and using language that you shouldn t use when it comes to what your product can do, or cannot do. Making sure that you re in alignment with what your company says that you can claim when it comes to your product. When you overinflate it in order to get a customer, or in order to sign up a distributor, and you know you re overinflating it, it eats at you, and it also affects your credibility. Now when it comes to the opportunity, it s very subtle how this happens. Usually it starts with kind of exaggerating your income. You take your best month and you tell everybody that s what you re making all the time. Maybe you only made that one month because of a special bonus or something. You lie about your income. Or, somebody else maybe tells a friend, in front of you, they tell a friend about how much you re making, and it s more than what you re making, and you don t
correct them. And when you don t correct them all of a sudden now you find yourself painted into the box where you re living a false reality, and you re promoting a false reality. Maybe you qualified at one rank one month, but then you dropped down a couple of ranks, which is normal, it happens all the time; nothing to be ashamed of. But you re telling the world that because you qualified that one month at that rank that you are kind of earning more than you re actually really earning. Just understand this. Inside of network marketing, the truth is enough. There s no need to exaggerate your success. There s no need to exaggerate the quickness of success of other people in the organization. There s no need to exaggerate or take one person that had magical success and make them the entire story for the whole company. The truth is enough when it comes to the financial opportunity. The truth is enough when it comes to your products. When you engage in overinflation and exaggeration it has an impact on your organization. And people start saying, Man, everybody is saying this but I know it s not true. Everybody s claiming that but I know it s not true. This person s saying they re making this amount of money, but they know it s not true. And once they have that knowledge, that untruth, lies are being allowed within the culture, it starts to erode their self-esteem. The truth is enough. It s okay. Okay? So, Deadly Sin No. 1 is overinflating product or opportunity. Deadly Sin No. 2 and I have struggled with this one my entire career in network marketing. When I built in the field, I m retired permanently now, doing what I m doing with you now. But when I built as a distributor in the field and the biggest thing that I see, whether you re brand new or you re a more established leader, is inconsistency. Hot and cold. Hot and cold. You get all excited. You go to a conference and you get all excited and you come out. You re gonna tear up the world. Two weeks later you just disappear from your group for a week, two, three weeks. Then you re-engage. Hey, we re gonna go after it this weekend. And you go after it for three days and then, boom, you re gone for two weeks. So, rather than putting in a consistent effort in the hours that you have, you re hot and cold. And what happens when a person is hot and cold is the team starts to lose faith in following their initiative. If you re inconsistent for long enough and you say, Hey, everybody, let s go. Let s go tear it up! and no one will follow, because they are afraid that if they do and you re not gonna be there three days
from now, they re going to be unhappy about that decision. So, inconsistency. Now the opposite of all these things is the right path versus the deadly sin, so inconsistency will crush the efforts of any builder. Be consistent in the hours that you have. So that s Deadly Sin No. 2, inconsistency. Deadly Sin No. 3 is negativity. Now, it might be a negative posture. You re kind of mopey, you re kind of always looking at the negative. You like to gossip. You like to talk about other people. You like to spread these little stories around. Or your company goes through changes and you don t handle it very well. You talk about it, Well, the company screwed up with this, or my up line screwed up with that. So you talk negatively about other people. You talk negatively about your company if they re going through change, compensation plan, product, something changed and you didn t like it, you tell the world and that becomes part of your brand. Negativity becomes part of your brand. People start knowing you as a negative person. And I will tell you, a leader cannot stay in that negative state and be a leader. You cannot do it. You become somebody that real leaders start to avoid, and that includes the people in your organization. They ll start to avoid you. You say, Well no, but I m right. You know, the company shouldn t have done this. I m right. The company shouldn t have done that. That s fine. It doesn t matter what happens in your organization. What matters is what you do with what happens, how you respond to what happens. And you can have a choice of having a negative culture, a negative vibe, a negative posture, a negative mindset, or a problem solving, opportunistic situation when it comes to your mindset. So you can be negative or you can be positive. That s a choice. Negativity will crush an organization, so that s Deadly Sin No. 3. Deadly Sin No. 4 is the idea of the week. A leader gets really excited. They get this technique and they just go crazy, and here s the idea, and they tell everybody in the whole organization, Here s what we re gonna do. A week later they say, No, we re not doing that anymore. Now we re gonna do this. A week goes by, That one s old now. Now we re gonna to this technique. So be very careful at the things that you get excited about and maybe you haven t even tested and that you pour those things into your organization and expect them all to have success and then you change gears the next week. You change gears the week after that. You change gears the week after that. Whatever the system that you have, be very slow to change your system, very slow to change your daily
method of operation. It s really important that you provide some consistency within your organization when it comes to what you re asking them to do on a daily basis. Understand concepts remain the same. Strategies change all the time. Focus on concepts, come up with whatever the system is within your organization that works, and be very, very slow to make any changes even if you have one week s worth of success. Really test things personally, and away from the group, before you pour it down into the organization and expect them all to follow. The idea of the week will start to erode people s confidence and eventually they re not gonna take action at all. So that s Deadly Sin No. 4. Deadly Sin No. 5. You might not expect me to talk about this, but I m gonna talk about it. Sleeping around within your opportunity; sleeping around within your organization; sleeping around within your company. I ve seen it destroy more organizations than you can imagine. Somebody who finds themselves in a situation, whether they are married, in a relationship, not in a relationship, and they find themselves around somebody else that they find attractive and they decide to take action on that opportunity. And maybe it s somebody in their down line. Maybe it s somebody within their organization. And eventually that turns into whatever it turns into, but there s dynamic that gets dripped into the organization. And then a person, once they do it once, maybe they do it again and again, and pretty soon, especially in leadership, pretty soon everybody in the organization knows. Pretty soon everyone is talking about it. And pretty soon everybody is pulling back and stopping taking action, stopping following that leader because of what happened within the organization. Just be aware of the impact that you will have when you do something like that, okay? Or, and again, this is something just to know about. If there s someone in your organization that maybe is struggling with this and it s causing challenge within the organization, maybe it s something you can share this video with them. Not everybody that gets this video share with you. Don t assume that they re thinking you re naturally engaged in one of these. Maybe you are. But even if you re not it s important to know that these are the things that will really have an impact long term in your organization. Deadly Sin No. 6. Stealing Distributors. And this one, I ve had a struggle with this. Not a struggle I mean it s not like I was an addict or anything. But here s what would happen. I d be having a meeting in some area and some prospect
would find their way into my meeting. And they would say, Hey, nobody invited me. I just found this meeting and I m looking for somebody to sponsor me. Can you be my sponsor? You know, I live in this town, you live in this town. And instead of saying, No, somebody encouraged you to come to this meeting. You didn t just magically show up. I would rationalize and say, Yeah, well, we are local, and people to have a choice. And all that stuff and I d end up signing that person up. Somebody would find out. I sent that person. You stole that person. I was like, Oh, my gosh. Right? Or, I ve seen this happen in many different forms. 1. Somebody else brings a prospect and that prospect finds that they like you better than they like the person that invited them. And you have a choice whether to sign that person up or not sign that person up. In my opinion you should never sign that person up. If you didn t bring them to the party, you do not sign them up. Okay. 2. Somebody within your company let s say you develop a great relationship with somebody and they say, Oh, I hate my upline, they don t give me any support, they don t help at all. And you go, Well, maybe you sign up your spouse, maybe you sign up one of your kids, maybe you sign up somebody else, and I ll work with you that way. And you kind of circumvent the rules in order to be able to get that person s effort into your organization. It s devastating in its impact of what will happen within the group because everybody s gonna find out. Trust me. 3. You find somebody who s happy in another company and you engage in an effort to make them unhappy about their decision to be involved in that company. My basic rule is, you know because people make a decision to go from company to company, justifiably sometimes. Sometimes it s the right thing to do. Okay, but my rule is, don t ever take somebody who s happy with another company and engage in conversation and effort to make them unhappy with it. Don t plant the seed of doubt in their minds that they re with the wrong company at the wrong time. If they come over with you it s gonna be amazing. Okay? That s not what we do inside of this profession. So understanding this, I ve had that situation. You see a leader some place now if they re wildly unhappy or if they re leaving their company, or if they ve left their company, they re in between companies
then fine. But if they re happy where they are, that s the rule. Don t make them unhappy with their situation in an effort to persuade them to come over into your organization. Now the more you do this the more you re gonna be dealing with reputational issues. People will view you as a pirate. They ll view you as a thief. They ll view you as somebody who lacks integrity. And this is something again, with my ambition especially early on in my career, with my ambition, I wanted somebody else into my organization and I was prepared to do whatever I needed to do to do that. The whole whatever it takes is a very dangerous road to go down. Some whatever it takes scenarios are not worth it. So if to get to the top you ve got to steal from everybody else and you re prepared to do that, I promise you you re not gonna be happy with it and you re also not gonna be happy with the reputation that you gain as a result of engaging in that behavior. So just understand, this is a Deadly Sin, and it will catch up with you. It will build a reputation for you that will start to repel people within your organization, and within your peer group inside of this profession. So that is Deadly Sin No. 6. Deadly Sin No. 7 is Distributors who bounce from company to company to company. They are always looking for the situation where the grass is greener. They have lots of fun within an organization when there s lots of momentum and things are working great. But when it gets to become work, when it becomes challenging, when it becomes effort, when it s not easy, when everything s not working magically, they tend to pull up the roots that they had planted and go plant them someplace else, because they re addicted to the adrenalin of the start up. I have many friends I the profession that they cannot resist, they literally cannot resist. As soon as it gets hard, they re like, Well, this other company over here has some momentum. And they pick up camp and then they move over to that organization. And if you get caught now understand, not everybody joins one company and stays with it for the rest of their career. That s fine. But I m talking about a serial bouncer, people who bounce from company to company to company to company to company to company. It s gonna create problems for you, it just is. I m sad for the people, my friends that go from opportunity to opportunity to opportunity because they re literally stealing from their future. They re stealing from their residual income. They re stealing from their reputation. And eventually a smaller and smaller group will follow you from the
next to the next to the next and you ll find yourself out of the profession, at least for a time being until you re ready to come back in and just sink your teeth in and go to work. Understand this. Every single company in network marketing is gonna have problems. Every single company is gonna go through a period of time when it doesn t have momentum. Every single company is gonna have situations when they go through change and it s difficult. But moving to another company is not gonna change that because the other company is gonna have it too, it just might be at different times over the course of a career. Decide the company and the product line that aligns with you and decide that you re gonna go through your problems with them instead of looking for a situation where there are no problems because that does not exist. Okay? So don t be a bouncer. Don t bounce from company to company to company. So let s recap these Seven Deadly Sins. 1. Overinflating your product or your opportunity. The truth is enough. 2. Inconsistency. Make sure that you re consistent. Consistency is the name of the game. 3. Negativity. Decide that you re not gonna engage in negative talk, negative posture, or negative behavior. You re not gonna gossip. You re not gonna talk about somebody. You re going to be a positive force in the world. So being positive. 4. The idea of the week. Every single moment, having a new tactic, a new strategy. Lock in. Be consistent. Be stable within your organization when it comes to a method of operation that you re asking people to do. 5. Sleeping around. Just, what you do outside of your organization is one thing. What you do inside of your organization is a completely different thing. And just understand this. There are no secrets. Everybody eventually knows everything, especially in network marketing. Word gets around. We re professionals at this. Word gets around and it s not worth the reputational risk. It s not worth the emotional impact within an organization. It s devastating. 6. Stealing distributors. Whether with good intentions or bad, just make a decision that if you didn t bring them to the party, you re not signing them
up. And if they re happy with another company, that you re not gonna make them unhappy with their decision and the position that they find themselves in. You re gonna be an ambassador, you re gonna be a friend, you re gonna pat them on the back, you re gonna send them on their way, you re gonna be a peer but not a predator. 7. Bouncing from company to company. Decide to sink your roots deep. There may come a time where you have to make a decision, you have to make a move. But don t be that person that every you know what I see typically is every couple of years, they pull up roots and go someplace. Every couple of years, they do it again. Don t be that person because it robs you from your future, and it also robs from your reputation. Okay? So those are the Seven Deadly Sins, and also some suggestions on what you can do to reverse all of them, build a strong culture, build a great organization, and build a great residual future. That s why we do what we do. Okay? So if any of these if you felt emotional when I talked about any of these, if you felt defensive when I talked about any of these, those are for you. Those messages are specifically for you. If you think about people when I talk about any of these, if any of these come to mind, maybe forward it to them. If there are people who are brand new to the profession that haven t experienced any of this yet, it s important to understand. Here are the landmines within the organization, these are the things to avoid, and these are things that all of us together, we can take this profession, take the reputation, take our standards and practices and improve around the world, because we do have a gift. You know, these are things involved in any business but we do have a gift. We have something to offer people. It s our job to number one, show them the opportunity. Number two, warn them against the things that would be potentially a challenge to their future. So, ladies and gentlemen, my wish for all of you, as always, is that you decide to become a network marketing professional, that you decide to go pro, that you decide to avoid the 7 Deadly Sins and engage in activities that will build you a true future because it is a stone cold fact that we do have a better way. Now let s go tell the world. Everybody have a great day. I ll see you next time. Bye-bye.
Hey everyone, it s Eric Worre. Did you like this episode? Be sure to subscribe to the next one and tell a friend about us. If you want free world class training on everything related to the great profession of network marketing, visit us at networkmarketingpro.com and enter your name and email for our newsletter list. Until next time, make it a great day.