Subject: Big Al: Leaders Lesson #1
Congratulations!
Welcome to Lesson #1 of the 'Big Al Leaders
Course.' You will be receiving 12 more lessons
over the next few weeks. These 13 lessons will
help you discover where you can find, develop and
teach leaders.

You will receive a brand-new lesson every day.

So, let's get started with Lesson #1.

Every network marketer wishes that he had a
massive organization and more leaders in his
group. Life would be wonderful. The bonus checks
would be too heavy to carry. And, he could watch
cable television 24 hours every day.

So why not take a shortcut to build your network
marketing business? The fastest way to build a
large organization is through the help of leaders.

We can't build a very large network marketing
organization on our own if we only sponsor
distributors. Our time is limited. We can only
service so many distributors and their problems.
Even the best distributors need some service and
help.

The way to multiply our efforts is to create
leaders who can take care of their own groups.
Duplicating ourselves by creating new leaders is
the only way to build a large, massive
organization.

>> Then where do we begin?
First, let's define the difference between a
network marketing leader and a distributor.

Distributors are temporary. They come and go in
our business. Sometimes they work hard and build
groups, and other times they may continue as a
wholesale user of the product, or even quit. And
it's okay that distributors are temporary. They
should have the right to come and take out of our
business what they want.

For instance, here are some things distributors
want from our business:
* The ability to save on their personal purchases.
* A chance to make retail sales and profits.
* A feeling of belonging to a positive group of
people.
* A chance to develop personally.
* Some quick checks to pay off the VISA bill.
* A part-time income to put a child through
college.
* Car payments.
* Enough money for that one dream vacation.

All these reasons to be a distributor are good. We
should support and service our distributors to
reach these goals. However, the truth is that this
support and service should only take 10 or 20% of

our time. Why?
>> Because distributors don't want or need a lot
of support.
Some distributors say:
'Oh, don't keep calling me about those opportunity
meetings. And I'm not interested in those training
meetings either. Call me when the president comes
to town, or if the company introduces a new
product. Otherwise, leave me alone.'

That's okay. We only want to help distributors get
what they want out of our business. We don't want
to push our agenda on them. They'll appreciate
that we respect them as adults and let them choose
their own goals.
But remember, your distributors only have a
temporary commitment. When the newspaper writes a
bad article about your company, your distributor
might leave. Or when the home office forgets to
return the distributor's phone call, again, the
distributor might quit. Or maybe a little bit of
rejection from prospects will quickly end your
distributor's career.

>> Distributors come and go, but leaders are the
real thing.

Okay, we all know that leaders are more important
than distributors. Most distributors are temporary
and have a temporary commitment toward your
business - and that's not bad. Like all of us,
they're going to take what they want and then get
on with their lives.
But leaders are going to stay with you and your
business for a long time. So which would you
rather have - one leader or 100 distributors?

That's easy for us to answer. One leader!
However, you might be thinking:
'Yeah, having one leader is great, but maybe 100
distributors would give me some pretty good bonus
checks.'

The problem is that we'll have to replace those
100 distributors as time goes on, and instead of
building this residual income that we talk about,
we end up with just a full-time job replacing
distributors.

Why not spend the next day or two analyzing your
organization? Determine how many leaders you
have and how your business will be affected if you
put more focus on building and training those
leaders.

I will be sending you Lesson #2 in a few days.
Tom 'Big Al' Schreiter
FortuneNow.com
P.O. Box 890084
Houston, TX 77289
Phone: 281-280-9800
E-Mail: fortune@fortunenow.com
Website:
http://www.fortunenow.com
...
Tom 'Big Al' Schreiter
Fortune Network Publishing
PO Box 890084
Houston, TX 77289 USA
Phone: (281) 280-9800
http://www.fortunenow.com
bigalnews@fortunenow.com

Big Al: Leaders Lesson #2

Welcome to Lesson #2 of the 'Big Al Leaders
Course.'

In Lesson #1 we discussed that the fastest way to build
a large organization is through the help of
leaders. We also defined the difference between a
network marketing leader and a distributor.

When we focus on leaders, it changes how we build
our business.

People always ask me:
'Big Al, what's the secret to success in network
marketing?'
I have a quick, short answer that I've used for
years and it goes like this:
'To be successful in network marketing, all you
have to do is build leaders and make them
successful.'

In other words, if you had a choice to go out and
do a retail party to sell some skin care or long
distance or whatever, that's nice - but that's
probably a job. That's not building the type of
residual income business you want.

While this activity is part of your business, this
activity will not be the fastest route to your
goal of becoming a leader.
You have to think differently if you're going to
build a large and successful downline organization.
You're going to carefully focus on which activities
you do, because you want to be a leader.

>> I'll show you the difference.
Several years ago, I went over to start a downline
in England. I arrived and a friend of mine, John
Church, met me at the airport. Because I had a
relationship with John, he had already committed
to becoming a distributor - even though he had no
details.

As I walk off my plane, John is waiting for me. He
has his first prospect with him, a man named
Brian. Well, I gave a horrible, jet-lagged
presentation and Brian joins. He didn't join
because of my presentation. He joined because he
was a friend of John Church.

Relationships do make a difference.
John Church and I then proceeded to drive towards
his home so I could get a bit of sleep. Before we
arrive at John's home, his mobile telephone rings.
It's his new distributor, Brian.
Brian says:
'I have a contact about eight hours away in
Scotland and I would like it if you could go talk
to him. I just hung up the telephone with him and
he said he may or may not be interested - but he
would take a look at the business if you'd drive
up to meet him. He'll come two hours closer if you
will drive the other six hours.'
John looked at me and said:
'Eight hours?'
I replied:
'Tell Brian that it's no problem. We're on our way
- just give us directions.'

Well, I didn't get that nap I wanted. Instead,
John and I just kept on driving to Scotland. Along
the way, John said:
'Are we crazy? We're driving six hours for someone
who might not even show up!'
I said:
'That's OK.'
John gasped:
'What do you mean, it's okay? Six hours up and six
hours back and this semi-committed prospect might
not even show up!'
I explained my position:
'John, we're not going there to give a
presentation. We're going there to support Brian.
We want to let Brian know that because he wants to
be a leader, we're going to help him to the ends
of the earth no matter what until he becomes a
leader. If this prospect shows up or not, it's
irrelevant. It's no big deal. We're driving six
hours to show our commitment to Brian.'

That's the difference in focus I'm talking about.
Because we're focused on building a leader, our
activity changes also. We will concentrate on
different tasks and take different viewpoints on
situations than other networkers because we're
building leaders.

The above example with Brian and John will also
change how you feel about failure when somebody
doesn't show up at a meeting, or a lot of guests
don't come. You'll have less stress and more focus
because you're thinking:
'The reason I'm doing this meeting is to develop
this person into a leader.'
This helps us focus on what we're doing because we
know why we are doing our present activity. This
focus and understanding helps us get along in our
business, and we make progress.

As a side note, John Church uses this activity
focus to build leaders and get out of their way.
So if you don't believe it works, just call him.
You'll get his answering machine as he's always
golfing or on vacation.
So that's what I mean by changing what you do to
build leaders versus lots and lots of activity,
which can take up our day.

In Lesson #3 I'll give you a good example of why
it's better to have one leader than 100 distributors.

I will be sending you Lesson #3 in a few days.
Tom 'Big Al' Schreiter
FortuneNow.com
P.O. Box 890084
Houston, TX 77289
Phone: 281-280-9800
E-Mail:
fortune@fortunenow.com
Website:
http://www.fortunenow.com
...
Tom 'Big Al' Schreiter
Fortune Network Publishing
PO Box 890084
Houston, TX 77289 USA
Phone: (281) 280-9800
http://www.fortunenow.com
bigalnews@fortunenow.com

Big Al: Leaders Lesson #3
Welcome to Lesson #3 of the 'Big Al Leaders
Course.'

Generals make a difference.

Imagine that you are dictator of your own country.
That's pretty good - you have your own army and
you have five loyal generals. You also have
100,000 infantrymen. (Of course, the generals
represent leaders and the infantrymen represent
distributors in case you're not following this
analogy.)

What happens next is that one night I sneak across
enemy lines and attack your army. I use my pink
belt in karate and go chop, chop, chop and I beat
up all 100,000 of your infantrymen.
The next morning you wake up and you have five
generals left. All of your infantry went home to
their mothers for sympathy.

Now, here's the important question.
>> With only five generals left, could you rebuild
your army?
Of course you could. That's the importance of
leaders. When things go bad and everyone abandons
the ship, you can still rebuild your organization
if you have loyal leaders.

What if the opposite were to happen?
What if I were to sneak across enemy lines and
kidnap your five generals? What would happen then?
The next morning, you wake up and all you have are
your 100,000 infantrymen with no leadership or
direction. They start marching in circles, firing
inward, stepping in latrines, getting lost - it's
a disaster!

So as you see, generals are everything.
>> Some networkers build leaders. Other networkers
are just busy.
That's the difference why some networkers can work
for a few years and finally retire from their
business. These networkers focused all their
activity on building leaders.

The other networkers? The ones that were just
busy? Well, they're still busy.
If you're not convinced that building leaders is
important by now . . . well, you can save yourself
some time by not reading any further.

>> Okay! Okay! Let's get some leaders!
We need a step-by-step plan. And that's easy
because I studied engineering. If you're not
familiar with engineers, we need a step-by-step
plan for everything. That's why we're incredibly
cool people with a keen sense of fashion design.

For instance, when we walk, we have a plan. We're
thinking:
'Left foot, then the right foot. Left foot, then
the right foot, etc.'
So, back to our plan. We're going to create our
master plan in three easy steps. By mastering each
step, one at a time, we'll end up with an
organization of leaders.

Here are the steps to master:
Step #1: Define what a leader is.
Step #2: How to find leaders.
Step #3: What to teach leaders.

Step #1 is very important. Before we go looking
for leaders, wouldn't it be a great idea to know
what a leader looks like?
It's a lot easier to find somebody if we know what
he looks like.

On a recent teleconference training call, I asked
the group:
'Does anybody on tonight's call have a good
definition of, what is a leader?'
The answers were:
* Someone who is willing to step up and help to
encourage others.
* Someone who makes sure that he gets done what
needs to be done.
* Somebody who is coachable.
* Somebody who is good with people -- a good
communicator.
* Someone with a vision.
* A leader is somebody who wants to learn and
wants to succeed.
* A leader is someone who commits to taking the
action that's required to make it to the top.
And that was the list. The rest of the callers
were silent. I don't think they ever thought about
this question. I can't imagine how they looked for
leaders if they never even knew what a leader
looked like.

All of the above definitions are nice, but we
need something more useful.
In Lesson #4, I will share with you my THREE
DEFINITIONS of a leader.
Once we know exactly what we are looking for,
it gets easy.

I will be sending you Lesson #4 in a few days.
Tom 'Big Al' Schreiter
FortuneNow.com
P.O. Box 890084
Houston, TX 77289
Phone: 281-280-9800
E-Mail:
fortune@fortunenow.com
Website:
http://www.fortunenow.com
..
Tom 'Big Al' Schreiter
Fortune Network Publishing
PO Box 890084
Houston, TX 77289 USA
Phone: (281) 280-9800
http://www.fortunenow.com
bigalnews@fortunenow.com

Big Al Leaders Lesson #4

Welcome to Lesson #4 of the 'Big Al Leaders
Course.'

What is my definition of a leader?

I have three definitions of a leader. These aren't
the only three definitions. They're not all-
inclusive. These are just three definitions to
give us an idea of what we are looking for.

The first definition I heard is from a man named
Tracy Dietrich in Dallas, Texas. He says that
leaders are professional students of the business.
In other words, leaders actually read the sales
manual that came with their distributor kit. By
this definition, everybody reading this newsletter
would be a leader. We're students of network
marketing - always looking for new ideas and
information.
Leaders listen to audio training tapes, read
books, go to upline meetings and, whenever they
can, they attend company conventions. You'll see
leaders hanging around with the upline leaders
hoping to pick up a good idea.
I like this definition. It makes it easy to spot
leaders. Just go to any training meeting and
you'll see the chairs full of potential leaders.
>> Sounds good, but what is my second definition
of a leader?

This definition is a little harder to explain but
easy to observe.
Imagine that you decide to take a vacation to
Hawaii. You're going to miss your local weekly
opportunity meeting. Somebody will have to conduct
your weekly meeting.
A leader is someone who will do the opportunity
meeting, make sure the product display is there,
pay for the room, and assumes the responsibility
that everything runs smoothly - and you don't have
to call from Hawaii to see if it was done.
In other words, you're on vacation and you don't
have to worry or check on anything. This leader
was glad you left town so he could take the
responsibility!
This is a pretty good definition of a leader. He
is someone who does his business without your
constant motivation and checking. He is someone
you don't have to worry about.

>> The third definition of a leader is the
toughest.
This definition separates the so-called leaders
from the real leaders. Here it is:
A leader is someone who handles problems.
Let's say there is a problem in the downline. Mike
didn't get his order or Mary talked longer than Al
or there was some bad news in the local press, or
whatever.
A leader handles the problem.
Your leader will call the home office to trace the
order, will help Al understand why Mary talked
longer, or support and counsel a devastated
distributor who is upset over some bad publicity.

The leadership test is this:
Will the problem filter upline to you?
If you have a distributor whom you think is a
leader -- but the distributor is still passing
problems upline to you, this distributor doesn't
qualify to be a leader.
This is a tough test, but it separates leaders
from the crowd.

Now we have three clear descriptions of a leader.
We know exactly what we are searching for.
Now that we have a really good grip on what a
leader is, the next question in your mind should
be:

>> Step #2: How do I find leaders?
That's simple.
There are only two ways to get leaders.
The first way to get leaders is to steal them.
That's right, steal them. We're all leaders here,
so let's be honest. People try to steal leaders
all the time, don't they?
They say:
'Come over to my business and I'll give you $5
more than what you're making over there.'
So the leader changes loyalty and moves to another
company.

What's the downside of this?
Well, if the leader will change allegiance for $5
more income, then what's going to happen when
someone else offers this leader $6 more income?
Ouch!
If this leader can be bought once, he can be
bought again.
So we could steal leaders, but the problem is that
we will only end up with temporary leaders. This
means we'd have a job for the rest of our lives,
replacing leader after leader, wouldn't we? This
isn't what we're looking for.

You see, a lot of distributors advertise for
leaders. They try to persuade leaders to come over
with the newest hot deal because it's a tenth of a
cent lower or it pays 1% more. But what happens
when someone else offers two-tenths of a cent
lower or 2% more?
The temporary leader is gone.
It's just a full-time job replacing temporary
leaders. It's not really building a permanent,
loyal network marketing organization.
So I would like to eliminate further discussion
about stealing leaders because that's not really
what we want to do.

We want permanent income.
We'll learn the second way to get leaders in
Lesson #5. The second way will be the easiest
way to get that permanent income.

I will be sending you Lesson #5 in a few days.
Tom 'Big Al' Schreiter
P.S. Are you a leader? Then check out:
http://fortunenow.com/fortunenow/index.htm
FortuneNow.com
P.O. Box 890084
Houston, TX 77289
Phone: 281-280-9800
E-Mail:
fortune@fortunenow.com
Website:
http://www.fortunenow.com
...
Tom 'Big Al' Schreiter
Fortune Network Publishing
PO Box 890084
Houston, TX 77289 USA
Phone: (281) 280-9800
http://www.fortunenow.com
bigalnews@fortunenow.com
If you no longer wish to receive communication from us:
http://autocontactor.com/app/r.asp?ID=95131683&ARID=31761

"Tom 'Big Al' Schreiter" Big Al: Leaders Lesson #5
Congratulations!
Welcome to Lesson #5 of the 'Big Al Leaders
Course.'

So what's the second way to get leaders?
The second way to get leaders is to build them
from scratch.
In other words, we are going to find a distributor
who is not a leader now. Then, we're going to
teach him exactly how to become a leader. But
there is a challenge!
If this distributor is not a leader now, he is
going to look exactly like any other temporary
distributor, right?
So how do we know who to build into a leader? How
do we avoid wasting time building the wrong person
into a leader?

Have you ever worked with someone who is
coachable, committed to action, wanted to be a
leader -- and that person never became a leader?
Has that ever happened to you? Have you
experienced the wasted time and effort?

Well, I spent my first 15 years in network
marketing with this same frustration.
I did this. I said:
'If you want to be a leader, let's go for it.'
So I moved in with the committed distributor. We
drove all over the country together. We made phone
calls together. We gave meetings together. I
taught the distributor everything I knew.
>> And most of the time, he didn't become a
leader.
I ended up wasting a lot of my time. The distributor
wasted a lot of his time. And nothing permanent was
accomplished.

That all changed when I met a guy named Tom Paredes.
He came up to me and said this:
'Tom, you're an idiot.'
Of course this immediately got my attention. I
said to myself:
'I'd better listen to this guy. He's right. He's
telling the truth. I've been wasting all this time
working hard - but training the wrong people.'

Tom Paredes continued. He said:
'If you're going to train everybody who says that
he wants to be a leader, it's not going to work.
Talk is cheap.'

So I asked the obvious question:
'So how do you know who to train and who not to
train? Everyone wants to be a leader. They told me
so. How do you know which one to work with?'

Tom Paredes' simple answer was this:
'You simply give them a test.'
I smacked my forehead - I'd just wasted fifteen
years! Why hadn't I given these candidates a test?
Well, because . . . I never thought of it. And now
that I know I should give the candidates a test,
what would be my next obvious question?
You're right! What kind of test should I give them?
Again Tom Paredes had a simple answer. He said:
'You give them a book! Tell them to read the book
and that you'll check back with them in three days
to discuss the book.'

>> Now it all made sense.
Let's say that you were in a business and you
sponsored me. I said that I wanted to learn to
become a leader, so you say:
'Tom, here's a book that's really going to help
you build your business. I know you want to be a
leader. Today is Monday. Why don't we get together
on Thursday and discuss what's in this book? I'll
show you how you can use it in your business.'

Of course I'll thank you for the book and say that
I'm looking forward to our Thursday meeting. Well,
Thursday comes and you call me.
I start making excuses over the telephone and say:
'Well, I couldn't read the book on Monday, because
that's when Monday Night Football comes on
television. And then on Tuesday, I had to work
overtime on my job. Wednesday night is family
night. That's when the family goes out and I can
watch television in peace. So I really haven't
read the book yet.'

>> What would that tell you about me?
That says:
'Hey, if I can't put forth enough effort to read
the book, what chance is there that I would put
forth an effort to take guests to meetings? To go
to other training and listen to tapes? To drive to
conventions?'

This doesn't mean that I will always be a non-
leader. It just means that at this time in my
life, I'm not willing to make a commitment. It
doesn't mean I'm a terrible person, it just means
- hey, I'm not going to be a leader right now.

It's important that we give this test before we
invest time in training a distributor to become a
leader. If we don't perform this test, any time
that we spend with an uncommitted distributor is
wasted.
We may be stealing time from somebody who
desperately needs to be a leader.

So what happens if you give me a book and the next
morning I give you a call at 6 a.m.? I say:
'I know it's early, but I am wired with
excitement. I've highlighted the book and made an
outline. I know it's 6 a.m. but let's get together
for breakfast. If we hurry up, we can have
breakfast at 6:30 a.m. and talk about this book
before I go to work.'

What would that tell you?
>> Ka-ching!
We have a winner here. This is a simple test but
it makes all the difference in the world.

By the way, I haven't mentioned which book to give
as a test, have I?
Of course, you can give them a Big Al book because
they'll learn great recruiting techniques. Any of
my five wonderfully written books would do.

** If you would like copies of my five book classics,
** you can get the whole set at:
**
http://fortunenow.com/resources/5books.htm

>> But it doesn't matter which book you give as a
test!
Why? Because it's only a test. You're only
checking for action from your potential leader.
Remember, almost everyone will say that they want
to become a leader, but talk is cheap. You have to
check for that action commitment.
So if you don't have a brilliantly written Big Al
book handy, you can give them a National
Geographic Magazine, right? It doesn't matter.
You're only checking for action.

By the way, if you don't have a book or a
magazine, what else can you give as a test?
You could use videotape, an audiotape, or have
your potential leader listen to a conference call
- or send him to a store for milk and cookies.
It's only a test.
But if you don't have a book, an audiotape, or
even videotape, you might reconsider your
leadership capabilities.

I will be sending you Lesson #6 in a few days.
Tom 'Big Al' Schreiter
P.S. Do you want to know the secret leaders use
to get prospects to join? Go to:
http://www.fortunenow.com/headlines

Big Al: Leaders Lesson #6
Congratulations!
Welcome to Lesson #6 of the 'Big Al Leaders
Course.'

Danger! Danger! Depression approaching!
Remember Lesson #5? Giving your prospect a book?
When you give your potential leadership candidates
this test, I have to give you this warning:
>> You might get depressed.
After you read this newsletter, you're probably
going to grab a superbly-written Big Al book and
give this leadership test to your brother-in-law,
your friends, and to your best distributors.
And you might expect too much from these people.

I'll tell you a story about a friend of mine in
Canada. He was doing pretty well with his
business, but after he heard about this leadership
test, he went out and gave a test to some of his
distributors.
He called me a year later and said:
'I took your advice last year and I gave my best
distributors the leadership test. I gave them all
a book. Here's what happened. All of my so-called
potential leaders - flunked! I felt really bad and
totally depressed.
'Then, here is what I did next. I gave this same
test to a bunch of second-stringers - you know,
the people who didn't drive as nice a car, didn't
have as many contacts, didn't have as big a
vocabulary, didn't seem like the salesman - just
ordinary distributors who weren't quite as good as
my top people.
'Again, some of those second-stringers failed.
However, a few of these distributors passed the
test, and I've spent the last year working with
them. It's been the most productive year of my
life!
'I don't have to call these people to make sure
they're coming to meetings. They call me to make
sure I'm going to be there. We have the most
positive people at our opportunity meetings -
people who are motivated, people who are going
places. It's been a fantastic year!'

The reason I tell you this story is not because it
has a happy ending.
I tell this story because here is what will happen
after you read this lesson.
You'll give this leadership test to a lot of your
best distributors and most of them are going to
flunk. And then you'll say:
'I know my brother-in-law would really, really
make a great leader and the only reason he didn't
read the book is . . .'
>> And you'll start making up excuses for people
who aren't ready to become a leader.
Then, you'll start investing time with really nice
people who didn't pass the leadership test - and
won't become a leader. Bad for business.
So be prepared for some disappointment. Don't take
the results personally. You're only looking for
distributors who pass the test and are willing to
invest action to back up their words.

Let's move on.
We've given our distributors the leadership test
and now we've identified people who look like
ordinary distributors, who act like ordinary
distributors, but these are special people. These
chosen few will now be trained to become leaders.

>> Here's the $64,000 Question!
Remember step #3 from the beginning of these
lessons? Well, if you don't, let me review these
three logical steps.
Step #1: Define what a leader is.
We have three definitions. This step is easy.
Step #2: How to find leaders.
We just covered this. Sure we can find leaders,
but they'll be temporary leaders. The permanent
way to build leaders is to train ordinary
distributors (who pass the leadership test) to
become leaders.
Step #3: What to teach leaders.
Yes, this is the big question! What do leaders
know that distributors don't know?

Look at it this way. You've taught your new
distributor to be a good distributor - and that
means you've taught him:
* All about the products.
* All about the company.
* How to be loyal.
* How to network.
* How to be positive.
* How to sponsor effectively.
* How to retail products.
* How to duplicate his efforts, etc.

After teaching your distributor all these
important skills, you now have a really well
trained distributor - but you don't have a leader!
So now you decide you're going to teach your
distributor to become a leader.
>> What are you going to teach him?
Great question!
But the answer is too long for this lesson.
(Time flies by rather quickly when we're
having fun learning to build leaders.)

So, in the next lesson I'll start to cover this
third step so you'll have a step-by-step
formula for exactly what to teach your
distributors so that they grow into leaders. I'll
also give the exact examples and methods I use to
teach these important skills.

I will be sending you Lesson #7 in a few days.
Tom 'Big Al' Schreiter
P.S. If you have my five books on network marketing,
make sure to read book #4, 'How To Build MLM
Leaders For Fun & Profit.'
If you don't have my five books, check out
this Internet special at:
http://fortunenow.com/resources/5books.htm
FortuneNow.com
P.O. Box 890084
Houston, TX 77289
Phone: 281-280-9800
E-Mail:
fortune@fortunenow.com
Website:
http://www.fortunenow.com
.
Tom 'Big Al' Schreiter
Fortune Network Publishing
PO Box 890084
Houston, TX 77289 USA
Phone: (281) 280-9800
http://www.fortunenow.com
bigalnews@fortunenow.com

"Tom 'Big Al' Schreiter" [
Big Al: Leaders Lesson #7
Congratulations!
Welcome to Lesson #7 of the 'Big Al Leaders
Course.'

In the previous lessons we discussed where to find
leaders and began investigating how to develop them.
Now we're going to discuss the fun part - exactly
what you must teach leaders.

Yes, this is the big question!
>>> What do leaders know that distributors
don't know?

Look at it this way. You've taught your new
distributor to be a good distributor - and that
means you've taught him:
* All about the products.
* All about the company.
* How to be loyal.
* How to network.
* How to be positive.
* How to sponsor effectively.
* How to retail products.
* How to build a group.
* How to duplicate his efforts, etc.

After teaching your distributor all these
important skills, you now have a really well-
trained distributor - but you don't have a leader!

So now you decide you're going to teach your
distributor to become a leader.
>> What are you going to teach him?
Great question!

I'd like you to stop reading now and think about
this question. Why? Because as busy networkers, we
get so involved with building a business that we
fail to stop, think, and plan exactly what we
should be doing.
So here is your chance to plan. Take one minute
now to think of exactly what you should be teaching
your potential leader.
And remember it's not any of the things we just
listed above.


If you're like most people I talk to, you didn't
take much time to think of exactly what you should
be teaching your potential leader.
Now, I'm not sadistic, but I love asking this
question. I ask the question:
'Now that you've taught your distributor to be a
good distributor, how to be positive, how to
duplicate, etc., what are you going to teach him
so that he learns to become a leader?'
>> And the answer is usually dead silence.
People just stare blankly into space or stare like
a deer into an oncoming automobile's headlights.

This question paralyzes networkers because we
never think about how to really develop leaders.
Here is what many networkers do to attempt to
build a distributor into a leader.
They teach their distributor to be positive.
That's nice, but all they create is a more
positive distributor.
Or, they move in with their distributor.
All their waking hours are spent teaching new
skills to the distributor. They travel with the
new distributor. They do presentations with the
new distributor. They attend training seminars and
regional conventions with the new distributor.
That's nice.

The leaders bond and build a relationship with
their new distributor. However, all they
accomplish is developing a real friendly
distributor.
But it gets worse.
>> Do distributors waste your time?
Has this ever happened to you? Have you said to
yourself,
'This distributor would make a great leader. I'm
going to travel with him, help him become
positive, and train him with everything I know.'
And what happens?
Most times it doesn't work out. All of our
training and effort is wasted. Our distributor
does not become a leader. Worse yet, he may even
quit our business.
And there you have it. Six months, a year, or even
more of our time - wasted!
All of our time and effort -- and nothing to show
for it. Not only did we waste our time, but we
wasted our distributor's time too.

If all of this sounds familiar, you're ready for
the next lesson.

I will be sending you Lesson #8 very soon.
Tom 'Big Al' Schreiter
P.S. Want more prospects? Read the step-by-step
methods in 'How To Get Swamped With Prospects
Begging To Join Your Network Marketing Business.'
Go to:
http://fortunenow.com/freetraining/swampedreport.htm
FortuneNow.com
P.O. Box 890084
Houston, TX 77289
Phone: 281-280-9800
E-Mail:
fortune@fortunenow.com
Website:
http://www.fortunenow.com
..
Tom 'Big Al' Schreiter
Fortune Network Publishing
PO Box 890084
Houston, TX 77289 USA
Phone: (281) 280-9800
http://www.fortunenow.com
bigalnews@fortunenow.com

"Tom 'Big Al' Schreiter" Big Al: Leaders Lesson #8
Congratulations!
Welcome to Lesson #8 of the 'Big Al Leaders
Course.'

I bet you have been thinking about what to teach
your potential leaders, haven't you?
>> Could we be teaching the wrong things?
In order to know what to teach distributors to
build them into leaders . . . we first must
identify the true difference between leaders and
distributors.

What is the difference?
* Are leaders taller?
* More handsome or more beautiful?
* Live in better neighborhoods?
* Drive different types of cars?
* Memorize presentations more accurately?
* Have outgoing personalities only?
* Self-starters?
* More focused and driven?

>> Here is the real difference.
The only difference between leaders and
distributors is how they think. In every situation
or problem, a leader will think differently than a
distributor.

Aha! So if we can train our distributor to think
differently when problems, challenges, or
situations arise . . . then we'll have a fully
trained leader. Great!

How are we going to do this?
We will make a list of problems, challenges, and
situations and write down:
1. How a distributor would think, and
2. How a leader would think.

Once we've completed our list, we'll start training
our potential leader, the person who passed the
leadership test from last issue.

When a problem, challenge, or situation arises,
we'll take our potential leader aside and say:
'There are two ways to think about this - as a
leader and as a distributor. Let me show you the
difference.'

Then we'll methodically explain the difference
between the two ways of thinking. A potential
leader can't learn what he doesn't know. We must
give him the knowledge so he can learn this new
type of thinking.
If we don't do this, your potential leader will
never develop, will flounder aimlessly, and will
attempt to learn and memorize all kinds of nice
information that won't help him to become a
leader. Your potential leader will become
frustrated!

Here's what happened to me. Back in 1974, I'd been
in the business a couple of years and desperately
wanted to be a leader. A famous leader with our
company came to town and said:
'I'm going to show all of you how to become
leaders.'

Now, I'm excited. So there I'm sitting in the
front row - well, actually I'm in the second row
because I don't want to be called on or
volunteered for anything.
The famous leader tells our group this:
'If you want to be a leader, be more positive.'

I'm sitting there thinking:
'Could you be a little more specific? That doesn't
help me at all. There's nothing tangible that I
can grasp. I've been trained to be a good employee
all my life. My teachers told me to get a good
job. My employer says to work hard and I can get
promoted to a better job. I think like an employee
and you have to tell me exactly what to do.'

I left that meeting pretty frustrated. I didn't
get the knowledge and information I needed to
change. The worse part was that I didn't know what
to change in order to become a leader.

>> Do your potential leaders suffer the same
frustration?
If they do, let's solve their frustration and
teach them exactly how and what to think in every
problem, challenge, or situation.

The best way to show you how this works is to
give you some practical, everyday examples that
you can use right away. Let's get started.

Imagine that you sell a product. You go next door
and sell some product to your neighbor. You come
back home, order the product from the home office
and . . . it's on backorder!
If this happened to you, what would you think?

Would you think:
'This is terrible! I took my neighbor's money and
didn't deliver his products. He is really going to
be mad at me. And then he'll tell everyone in the
neighborhood that I am dishonest. My reputation
will be ruined. I'll never be able to show my face
again. Everyone in the neighborhood is going to
laugh at me. My company can't even keep the
products in stock. That's a simple job. If the
company can't even keep products in stock, well,
they probably won't be able to pay bonus checks.
They probably can't even hire and fire employees
properly. In fact, I bet they don't even have
employees - just a bunch of answering machines.
The company is going to collapse. And Western
civilization as we know it will collapse! This is
terrible - I quit!'

>> Would you characterize this as leadership
thinking or as distributor thinking?
It's obvious - this is distributor thinking and
you would get distributor results because of this
thinking.

So just what would a leader think about this?

I will be sending you Lesson #9 in a few days and
you'll learn how a leader would handle this
situation.
Tom 'Big Al' Schreiter

FortuneNow.com
P.O. Box 890084
Houston, TX 77289
Phone: 281-280-9800
E-Mail:
fortune@fortunenow.com
Website:
http://www.fortunenow.com
..
Tom 'Big Al' Schreiter
Fortune Network Publishing
PO Box 890084
Houston, TX 77289 USA
Phone: (281) 280-9800
http://www.fortunenow.com
bigalnews@fortunenow.com

"Tom 'Big Al' Schreiter" [
Big Al: Leaders Lesson #9
Congratulations!
Welcome to Lesson #9 of the 'Big Al Leaders
Course.'

Everyone has problems.

Leaders and distributors face the same problems
every day. Leaders don't become leaders because of
a lack of problems. They become leaders because of
how they think and handle problems.

>> Leadership thinking.
How would a leader think when confronted with the
exact same backorder situation? A leader might
think:
'Whoa, the product's backordered. These products
are so much in demand that even if my customers
give me money, they still can't get the product.
It's so exclusive and selling so well, the company
can't keep the products in stock. My new customer
is going to be so impressed, he'll probably order
two or three times more product to make sure he
can get some. That means two or three times more
product volume for me, and two or three times the
bonus check. Wow! I hope they bring on some more
backorders - yes!'

Would you characterize this as leadership thinking
or as distributor thinking?
It's obvious - this is leadership thinking and you
would get leadership results because of this
thinking.

>> Here is what distributors don't know.
It doesn't cost anything to change your thinking.
Most distributors think:
'Well, I'm stuck with one kind of thinking.
There's no way that I can change it. This is the
only way to look at situations.'

This 'I can't change my thinking' viewpoint comes
from years of conditioning from parents, teachers,
friends, and employers. But this viewpoint isn't
true.

Of course, we can all change our thinking - if we
want to. But how do you convince your potential
leader that he can change his thinking?

>> With a story.
Stories are the best way to change people's
thinking. They are easy to remember, and your
potential leader can see himself in the story. He
can identify with the story.
To help your potential leader see that changing
one's thinking is possible, try sharing a story
similar to this:

Imagine that you're driving along one day and a
green Mustang automobile almost forces you off the
road. The driver appears to be a young teenager
and he is obviously speeding. How do you feel?
What do you think about the driver?
If your potential leader answers honestly, he'll
say:
'I don't like that teenager. He's reckless and I
almost had an accident. Someone should report him
to the police and have him arrested.'

Later that day you get a call from the hospital.
It's from your son. Your son says, 'Hi. Just
wanted to let you know that the doctors said that
I'm going to be okay. I fell off my bike and
suffered a serious cut. I could have bled to death,
but fortunately a teenager in a green Mustang was
driving by. He picked me up and raced me to the
hospital just in time.'

Now, ask your potential leader this:
'What do you think about that teenage driver now?'

If your potential leader answers honestly, he'll
say:
'You're right. I did change my thinking, and it
didn't cost me anything. The situation was the
same. And you know what? I could have chosen to
change my thinking about that teenage driver even
if I didn't get that additional information.
You're right. I can change my thinking any time I
choose.'

Now that your potential leader understands that he
can change his thinking, you'll want to teach him
this.

Point out that there are two ways of thinking -
leadership thinking and distributor thinking. If
you think like a leader you'll get leader results
and if you think like a distributor, you'll get
distributor results.
Then give your potential leader a big dose of
personal responsibility. Tell him:
'I'm not going to change your thinking. That's up
to you. If you want distributor results, think
like a distributor. If you want leadership
results, think like a leader. It's strictly up to
you which results you want. Pick the results you
want in your life, and then you'll know which type
of thinking to choose.'

This is a big step -- but this is the only way you
effectively build a leader. Because if you don't
do this, you're going to spend a lifetime fixing
all their problems, answering all their questions,
holding their hands, and trying to re-motivate
them after every challenge.

>> Okay, okay. So what exactly will I teach them?
Let's make this concrete here.

First, write down all the everyday problems you
encounter in your business.
Second, for each problem, write down what would
represent leadership thinking and what would
represent distributor thinking.
And third, write down any appropriate stories that
you could tell your potential leader to help him
change his thinking from distributor thinking to
leadership thinking.

That's it. That's what you're going to have to
teach them.
Let's write down some common problems and how
we'll teach our potential leader to change his
thinking.
Write quickly, because . . .
I will be sending you Lesson #10 in a few days.

Tom 'Big Al' Schreiter
P.S. Would you like to give a complete, entire
presentation in just one minute? Check out:
http://fortunenow.com/resources/1minute_219.htm
Make sure to listen to the audio section online.
FortuneNow.com
P.O. Box 890084
Houston, TX 77289
Phone: 281-280-9800
E-Mail:
fortune@fortunenow.com
Website:
http://www.fortunenow.com
.
Tom 'Big Al' Schreiter
Fortune Network Publishing
PO Box 890084
Houston, TX 77289 USA
Phone: (281) 280-9800
http://www.fortunenow.com
bigalnews@fortunenow.com

"Tom 'Big Al' Schreiter" Big Al: Leaders Lesson #10
Congratulations!
Welcome to Lesson #10 of the 'Big Al Leaders
Course.'

Let's talk more about problems. Here is an
example.

>> Problem #1: My sponsor doesn't help me.
Is that a common problem? I hear it all the time.
People call me and complain:
'I can't become a leader. I can't even become a
good distributor because my sponsor doesn't help
me.'
This is easy to identify as distributor thinking.
Here is the story I tell the caller to help change
his distributor thinking into leadership thinking:

Here's what happened to me when I first started in
network marketing. I was in business for one year
and ten months and had no distributors and no
retail customers. I was an absolute failure. A
concerned leader would come to me and say,
'Tom, you're not doing very well.'
I had to defend my failure so I would reply,
'Of course I'm not doing well. My sponsor doesn't
help me. He doesn't know any more about this
business than I do.'
Then the leader stared at me and said,
'Tom, tell me about your sponsor. Did he sponsor
anybody else besides you?'
Oh, oh. This was getting personal now. I had to
admit that my sponsor had indeed recruited other
distributors into the business, but most of them
were not successful either. Maybe just one or two
of them became successful.
And the leader closed with this cutting remark. He
said:
'Tom, tell me about the one or two other
distributors who are successful. Don't they have
exactly the same sponsor as you do?'
Ouch! That was mean!

But all of a sudden, I got it! I understood that I
couldn't blame my sponsor. After all, success had
nothing to do with him because he sponsored
successful and unsuccessful people. And if it
didn't have anything to do with the sponsor. That
left . . . me!
My distributor thinking instantly changed to
leadership thinking because of this incident.
And when I tell this story to distributors who
call, do they change their thinking that quickly
also?

No.
Maybe after listening to my story, they change
their thinking just a little bit - a little bit
closer to leadership thinking. You might have to
tell several stories over a few weeks to
completely change their thinking concerning this
problem.

You're not going to change someone's thinking from
distributor thinking to leadership thinking
overnight. However, you have to start somewhere,
so why not start accumulating your stories now?

>> What doesn't work.
Let me tell you what I found is a complete waste
of time.

Lectures.
Lectures don't work. If you want proof that
lectures don't work, just think back to when you
were a teenager and how many lectures you received
and how well they worked.
Point made.
>> Lectures don't work - stories do.
So the best way to change a potential leader's
thinking is with stories that illustrate
graphically:
'Hey, this is reality. This is what works in the
real world.'
That's what happened to me when I found out that
who my sponsor was didn't matter when it came to
my success. I couldn't deny the facts. Other
distributors had the exact same sponsor I did. At
that moment of enlightenment, I jumped from
distributor thinking all the way to leadership
thinking on that one issue.

Unfortunately, I had some other issues too. But I
overcame them in exactly the same way, by
recognizing a different way of thinking through
the power of stories.

I will be sending you Lesson #11 in a few days.
Tom 'Big Al' Schreiter
FortuneNow.com
P.O. Box 890084
Houston, TX 77289
Phone: 281-280-9800
E-Mail:
fortune@fortunenow.com
Website:
http://www.fortunenow.com
..
Tom 'Big Al' Schreiter
Fortune Network Publishing
PO Box 890084
Houston, TX 77289 USA
Phone: (281) 280-9800
http://www.fortunenow.com
bigalnews@fortunenow.com

Welcome to Lesson #11 of the 'Big Al Leaders
Course.'

How about another problem?
Let's go through another concrete example of
exactly how to use this method.

Let's say that my sponsor lives too far away. I
can't become successful because my sponsor doesn't
come to help me. How are we going to move my
thinking from distributor thinking to leadership
thinking?

Here's a story you could tell me.
You: Tom, I know you think that you can't become
successful because I live too far away. I can't
help you do local meetings and I can't come to
Houston to help you do two-on-one presentations.

However, let's imagine that you're taking a flight
home to Houston, Texas. There is another passenger
sitting next to you on the airplane. Your casual
conversation goes like this:
Tom: Hey, what do you do for a living?
Passenger: I am the president of a local
entrepreneurs' club. We have 10,000 members and
they're all entrepreneurs. We meet in the evenings
because we all have regular jobs, but our club is
looking for a part-time business to get into.
Tom: Oh really? What kind of business?
Passenger: Well, we don't want to have stores
because that would be boring. We'd be tied down to
one location.
We're outgoing people and we're interested in
sales and marketing. We enjoy meeting, networking,
and working with other people. We don't have a lot
of money to invest - maybe only a couple thousand
dollars each.
But we're willing to work as hard as we can to
build successful businesses.
But you know what? I haven't been able to find any
part-time business for our members yet. And if I
don't find something pretty soon, they're going to
throw me out of office. I'm pretty worried.
You: So what are you thinking, Tom? You're
thinking, 'Oh, man, I've hit the mother lode! My
business opportunity is going to be perfect for
them. She's going to thank me.' And then Tom, you
ask:
Tom: Oh, by the way, where do you live?
Passenger: I live in Miami.
You: And now Tom, you're going to throw up your
hands in despair and say:
Tom: Oh no! That's too bad. I could never sponsor
you because I wouldn't be local.

At that point, I change my thinking. I understand
that if I keep believing that the sponsor must
live locally, I'd pass by many great
opportunities. In fact, if I keep that distributor
thinking, that would mean that I could never
sponsor someone more than ten miles away from my
house!

After you tell me that story, will my thinking
move from distributor thinking to leadership
thinking? Maybe not all the way, but I'm getting
closer, right?

I will be sending you Lesson #12 in a few days.
Tom 'Big Al' Schreiter

Welcome to Lesson #12 of the 'Big Al Leaders
Course.'

Let's do one more concrete example.

>> 'My products are too expensive.
Nobody wants to pay that much.'

Sound familiar? Does this sound like distributor
thinking to you?

Distributors believe that prospects make their
buying decision based on price. Will it be hard to
change their thinking?
Not if we use stories and examples.

So let's imagine that I'm a potential leader, but
my belief that the products are too expensive is
holding me back. You want to change my thinking
from:
'the products are too expensive'
to
'the products are affordable because prospects
really want what they have to offer.'

You take note of my distributor thinking and
attempt to change my thinking not with a lecture,
but with the following story:

'Tom, I know you think that the products are too
expensive. You could be right. But I think a lot
of people buy for convenience, quality, comfort,
extra features or prestige. Most people will pay
more for products when they can get this extra
convenience, quality, comfort, extra features or
prestige.'

But I reply:
'No. I don't believe you. Prospect buy because of
price. They want to save money and will buy the
least expensive products they can.'
So you tell me:
'Tom, you could be right. Maybe a lot of people go
out and buy the least expensive products. I don't
know. Let's go and find out, okay?'

You take me outside and we stand on the street
corner. You ask me:
'Tom, what's the cheapest automobile you can
purchase?'
I think for a minute and say:
'A Yugo. That's the least expensive car you can
get. It has four wheels and a steering wheel and
will get you from Point A to Point B.'
And then you say:
'Let's stand on this street corner. Since people
buy on price, I'm sure most people will purchase
the least expensive automobile that they can get -
a Yugo. I bet we'll see a lot of Yugos drive by.
In fact, I think over 50% of the cars that will
pass by us will be Yugos.'
As we stand on that street corner, what types of
automobiles pass us by? Well, first there is a
Chevrolet, then a Ford, then a BMW, then a Toyota,
then a Dodge, another Ford, a Cadillac, a Lexus,
another Ford, a Volkswagen . . . and we don't see
a single Yugo!
You turn to me and say:
'Is it possible that people buy automobiles for
prestige, comfort or quality - and not on price? I
haven't seen a single Yugo yet. I don't think
anybody purchases automobiles just based on price.

People want image, comfort, special features, more
speed, or prestige. But, hey - I could be wrong.

Tell you what, let's go to another street corner.
This just could be a bad location.'
We walk to another street corner. What do we see?
We see Nissans, Toyotas, Fords, Chevrolets, BMWs,
Oldsmobiles, Cadillacs, and not a single Yugo. You
turn to me and say:
'Gee, it doesn't look like anybody purchased an
automobile based on price. Everybody purchased
comfort, color, convenience or prestige. Let's go
to another corner and look at some more
automobiles.'
I say:
'No, no, no - I get the point.'

Again, you've changed my thinking. No longer do I
believe that prospects purchase solely on price.
And did my thinking change from distributor
thinking all the way to leadership thinking with
this one story or real life adventure?
No. That would be too easy, wouldn't it? But you
have changed my thinking at least a little bit.
You'll have to tell me more stories or examples
over the next few weeks to gradually get my
thinking all the way to leadership thinking.

In Lesson 13 I'll give you another story (the
Pizza Story) to change your thinking about price.
Then we'll be finishing the third big step in
developing leaders: 'Changing how they think.'

I will be sending you Lesson #13 in a few days.
Tom 'Big Al' Schreiter
P.S. If you would like more step-by-step instruction
similar to this e-course, subscribe to my
Fortune Now Leadership Newsletter. For details,
go to:

http://www.fortunenow.com/fortunenow/

..

"Tom 'Big Al' Schreiter"

> Big Al: Leaders Lesson #13

Congratulations!
Welcome to Lesson #13 of the 'Big Al Leaders
Course.'
This is the final lesson. I hope you have been
taking great notes and completing the exercises.

So what's another story to change my thinking
about price?
I'll use the 'Pizza Story' to reinforce my
thinking. It goes like this:

'Tom, did you ever order pizza? Did you ever feel
like just taking it easy and not cooking an
evening meal? Did you ever feel like picking up
the telephone and ordering a pizza delivered to
your home while you watched videos or television?
'Of course you have. Everyone orders pizza on
occasion. But is that the most inexpensive way to
have a pizza? No way. You're paying for someone
else to prepare it and for someone else to deliver
it to your home. That's definitely more expensive
than preparing and cooking the pizza yourself, and
definitely more expensive than purchasing a frozen
pizza and cooking it yourself.

'So why do you spend the extra money? Taste?
Better quality? Convenience? Comfort? And you
probably spent two or three times as much money by
not preparing it yourself!'

Whoops! You got me. Even I don't buy on price
alone. And now my thinking edges just a bit closer
to leadership thinking.

>> Can't think of any stories to use for your
problems?
Well, why not borrow another story that I use?

Let's say that your new potential leader thinks
this:
'It's still hard for me to become successful
because my sponsor dropped out, only orders
products, never calls, and all my upline are
useless product users who don't want to build a
business. There is no one to help me. I can't do
it alone.'

Why not tell your potential leader this:
'Do we have any leaders in our company? Of course
we do. If it takes a leader to sponsor and develop
a leader, that means every leader in your company
was sponsored by a leader. What are the odds of
that? I don't know. Let's look.'
Then systematically go through all the leaders in
your company and see who really sponsored them

into the business. I bet you'll both be surprised
that most leaders were sponsored by somebody who
didn't care, somebody who quit or just dropped
out.

>> This is getting easy.
Yes, teaching your potential leaders new ways of
thinking is easy. The hard part was knowing what
to teach and how to teach it. But now you have the
formula.
You simply take a problem, and then figure out
what distributor thinking is and what leadership
thinking is for that problem. Then give them
concrete examples and stories to gradually move
your potential leader's thinking from distributor
thinking to leadership thinking. Your potential
leaders will believe their own conclusions.
You then end up with a person who thinks like a
leader and therefore is a leader. This is a
measurable, proven, efficient track to follow
instead of just randomly saying,
'I'll build a relationship and hope this
friendly distributor magically becomes a
leader.'
>> My sponsor doesn't help me!

Want to know what else to say to a whining
distributor who tells you,
'My sponsor doesn't help me?'
Try this. Say:
'And what exactly is it that you want your sponsor
to do that you are unwilling to do yourself?'

Well, I hope you enjoyed this mini-leadership
e-course. Please remember the three big steps we
have covered.
Step #1: Define what a leader is.
Step #2: How to find leaders.
Step #3: What to teach leaders.

As you see, building leaders isn't that hard once
we know exactly what to say and exactly what to do.

Tom 'Big Al' Schreiter
P.S. If you would like more step-by-step instruction
similar to this e-course, subscribe to my
Fortune Now Leadership Newsletter. For details,
go to:
http://www.fortunenow.com/fortunenow/
FortuneNow.com
P.O. Box 890084
Houston, TX 77289
Phone: 281-280-9800
E-Mail:
fortune@fortunenow.com
Website:
http://www.fortunenow.com
Tom 'Big Al' Schreiter
Fortune Network Publishing
PO Box 890084
Houston, TX 77289 USA
Phone: (281) 280-9800
http://www.fortunenow.com
bigalnews@fortunenow.com