training.renaware.com · rw275 2 1275.01.0512 personal development 3 – participant’s guide...

Personal Development Series Part 3 - Developing Leaders

Compact Participant's Guide

RW 275 1275.01.0512 Copyright © 2012 R.W.I.

www.renaware.com Home Office USA (425) 881-6171

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Personal Development 3 – PARTICIPANT’S GUIDE

VISION

When you help others reach their dreams, you will reach your dreams.

Welcome! Welcome to the Personal Development Series– Part 3 Developing Leaders. This seminar covers information and techniques to help you develop your ability to work with your Team Builders and teach them how to become leaders.

The main topics of this seminar include, among others:

• Why you should develop leaders

• Transitioning into leadership

• Characteristics of Rena Ware leaders

• Developing leaders step by step

• Training others how to train

• Creating a compelling vision

• Coaching and follow‐up

The Personal Trainer

Pay attention to your Personal Trainer’s tips, as they are useful as a guide for you to continue to develop yourself.

Important Personal Trainer’s Note: This seminar has been designed to help you improve your ability to develop leaders. Use it not only for your personal knowledge but also to teach your emerging leaders how to develop leaders of their own.

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THE STARTING POINT The Personal Development Series is like a three‐stage rocket. First you blast off by focusing on your own development. The second stage kicks in when you learn how to develop your Consultants. Your focus on developing them then propels you to new horizons. Now you begin the third stage, developing leaders. This is the stage of exponential growth potential where the momentum you have started takes on a life of its own, the

gravity that held you falls away and you enter a whole new dimension of opportunity where nothing can hold you back!

Why Develop Leaders? Developing leaders is important because:

Why settle for this…. When you can have this…

“I start with the premise that the function of leadership is to produce more leaders, not more followers.”

‐Ralph Nader

10 Consultants 10 Leaders

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Transition Into Leadership

+ = Leader?

(or You)

True False

From Consultant to Leader - The Typical Paths

Typically Consultants take one of three paths as they transition onto leadership:

• Consultant to Authoritarian to Leader: Not a good path! • Consultant to Leader: The right way to go! • Consultant to Reluctant Overseer to Leader: Not a good path!

Important Note: In Direct Selling, Consultants are independent – they do not work for the Company, they are not employees and they do not have a “boss”.

Consultant Leader

You Recruits

Reluctant Overseer

Authoritarian

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Steps of the Transition Sometimes your Consultants will make a conscious decision to go into leadership because they want the benefits that being a leader brings. They may think they already know what leadership means but as we just learned, often their initial interaction with their new Consultants is to erroneously take an authoritarian role (act more like a boss than a leader). This happens because they have not yet developed leadership skills and mistakenly think that being a leader means telling people what to do. Other times their road to leadership happens by accident when one of their customers asks to join. They may be excited by the prospect of leading others or they may be fearful and hesitant, a reluctant overseer of their recruit. You can help these emerging leaders by teaching them the transition steps and guiding them along. Help them to:

1. _________________________________________________________________________

_________________________________________________________________________

2. _________________________________________________________________________

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_________________________________________________________________________

Focus: The Focus of Consultants, Reluctant Overseers, Authoritarians and Leaders

The Consultant/Reluctant Overseer Focuses on:

The Authoritarian (Mistakenly) Focuses on:

The Leader‐ Focuses on:

• Doing things right for themselves

• Self

• Control over personal destiny

• Compliance to personal rules/ requirements

• Secrecy: Keeping information

for self

• Freedom from the responsibility of others

• Trying to make recruits to do things right

• People as liabilities to be managed

• Trying to control the actions of their recruits

• Trying to demand compliance to directions they have given

• Secrecy: Deciding what others should know

• Seeking formal authority to make people do what they want

• Doing the right things

• People as great assets

• Commitment to help others be their best

• What and why things should be done and seeking new/better ways

• Sharing of information • Sharing a vision that inspires

others to follow

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3. __________________________________________________________________________

__________________________________________________________________________

__________________________________________________________________________

Actions: What Consultants, Reluctant Overseers, Authoritarians and Leaders Do Note: This is what Reluctant Overseers and Authoritarian Consultants do but this is not the path to success.

Consultants and Reluctant Overseers

Authoritarians

Leaders

Work independently Drive people Coach others Follow the authority of others

Use position to make people do things

Inspire people to achieve

Say “I” Say “You” Say “We” Follow rules to control their own actions

Create rules to control the actions of other

Teach others the actions and explain why they are best

Say “I’ll be on time”; Say “You be on time” Gets there ahead of time Avoid taking responsibility Assign blame Search for solutions Know how it is done Tell others how to do it Help others find the best way Sympathize Criticize Empathize Follow directions Give directions Create visions

Do their own thing Tell others what to do Sell others on the possibilities Learn what they need to know for themselves

Tell others they need to find ways to improve

Train and teach how to train others

A good way to think of the difference between Consultants, Reluctant Overseers, Authoritarians and Leaders is: _____________________ and ________________________________manage themselves;

__________________________________manage the activities of others; while

_________________________ manage people.

Leadership is about inspiration, not control!

4. __________________________________________________________________________

__________________________________________________________________________

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5. __________________________________________________________________________

__________________________________________________________________________

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6. _________________________________________________________________________

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Transition isn’t always easy…

But the results can be spectacular!

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Key Actions for a Successful Transition Transition into any new role can sometimes be difficult. Transitioning into a leadership role with Rena Ware is no exception. For some, this transition comes naturally but for others, it may be more challenging. In the transition from Consultant to leader, there are some actions the emerging leader should take which will lead to a successful transition. Not taking these actions usually results in mistakes that are commonly made as part of the learning process. Understanding these actions will help you and your future leaders avoid making the mistakes common during transition into leadership.

1. _______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

2. _______________________________________________________________________

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3. _______________________________________________________________________

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4. _______________________________________________________________________

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5. _______________________________________________________________________

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6. _______________________________________________________________________

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7. _______________________________________________________________________

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Characteristics of Rena Ware Leaders Successful Rena Ware leaders come from many different countries and all walks of life. Although they may have vastly different backgrounds and come from very different cultures, like other well known leaders through the ages, they generally have some characteristics in common. Knowing these characteristics and developing them in yourself will help you develop them in your potential leaders. Great Rena Ware leaders:

1. Operate with integrity

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2. Recognize legal restrictions

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3. Promote the development of others

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4. Set expectations of excellence

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5. Focus their organizations on recruiting and training

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6. Have a high frustration tolerance

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7. Strive for continual self‐development

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8. Are competitive

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9. Lack the impulse to get even

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10. Have a sense of urgency

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Notes:

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Summary In this seminar we are moving into stage three of your blastoff to new horizons and the study of how to reap the rewards of unlimited opportunity through the development of leaders. In the first two sections we have discussed:

Why developing leaders is so important

The steps of transitioning into leadership

The difference in the focus of a Consultant, a Reluctant Overseer, an Authoritarian and a Leader

Key actions which will help you and your newly emerging leaders avoid common transitional mistakes

The characteristics of great Rena Ware leaders

Last but certainly not least, we should point out that this material is not only to help you improve your ability to develop leaders but also for you to use to teach your leaders how to develop their Consultants into leaders. Notes:

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Developing Leaders Step By Step In Personal Development 2, you learned how to develop your Consultants. When you put that knowledge to work and started helping your Consultants move to Team Builders, you took the first few steps towards helping them become leaders. Now we are going to look at the next steps towards developing leaders. These are the steps you should take with your potential leaders and the steps you should train them to take with their potential leaders:

• Step 1: Create a Compelling Vision of Leadership

• Step 2: Promote Recruiting

• Step 3: Train How to Train

• Step 4: Coach and Follow‐up

Step 1: Create a Compelling Vision of Leadership Before people make a conscious decision to move from one point in their life to another point, they must see the possibilities of such a move. When you talk with your potential

leaders, you should create a vision for them, a vision that has two elements:

1. A Compelling Organizational Vision ‐ A vision of the future of Rena Ware as an organization. 2. A Compelling Personal Vision ‐ A vision of what is possible for them as part of the future of Rena Ware.

Creating a Compelling Organizational Vision What is an organizational vision and how does it differ from creating a vision of what is possible for an individual? Up until now, we have talked primarily about how to identify our Consultants’ dreams and creating a vision of them achieving those dreams based on their own actions. We will talk more about creating a compelling personal vision as a way to develop leaders, but first let’s talk about organizational visions. These are the visions of where organizations are going and what they will accomplish. Like compelling personal visions, compelling organizational visions can be powerful. In addition, organizational visions can pull in people who might not be able to relate to a personal vision. Not everyone can be the one #1 seller or the #1 recruiter but everyone can take pride in being part of a successful organization.

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Painting a picture of where an organization is going can be compelling if • _______________________________________________________________________

_______________________________________________________________________

• _______________________________________________________________________

_______________________________________________________________________

• _______________________________________________________________________

_______________________________________________________________________

Help your potential leaders to: Envision a new culture with Rena Ware being:

• Considered the best company for personal and professional development • A company where people thrive in a culture that promotes love of what they do • Where everybody strives to help themselves and others improve financially • Where training is an integral part of the daily routine rather than a “patch” for the lack

of results

Imagine • How truly unlimited their potential is in a culture that is focused on the personal and

professional development of everyone associated with it • How it is to be in a culture that values ethics as a basic principle and all decisions are

made based on what is right and desirable, while any elements that may damage their business are eliminated.

Feel:

• The thrill of knowing they finally have the support and training to make their dreams come true

• The pride they will have at offering this Opportunity to others so that those people can also share in the unlimited success derived from a simple system of training and duplication

• The satisfaction of making a difference by helping others to reach their full potential and teaching them to reach out to more people

Know: • That they are in the best place at the best time • That they have a future with unlimited potential • That they have a wonderful gift to offer

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This new organization, where Rena Ware is the best in personal and professional development and everyone is focused on recruiting and training is the future of Rena Ware. Share this vision with your potential leaders and teach them to share it with the people they talk with about the Rena Ware Opportunity. How do they share this vision in a way that compels people to want to become a part of it?

Three Easy Steps for Sharing a Compelling Organizational Vision 1. __________________________________________________________________________

__________________________________________________________________________

2. __________________________________________________________________________

__________________________________________________________________________

3. __________________________________________________________________________

__________________________________________________________________________

Alicia – A Case Study

Gina’s neighbor Alicia is a stay‐at‐home mother of four active children who used to keep her very busy. Now, however, they are all in school during the day and Alicia feels like she would like to get a job and bring in some much needed added income. Alicia always had dreams of being a successful business woman, but Alicia did not have the opportunity for much of a formal education so she doesn’t feel qualified for most jobs she has seen advertized. One morning, as she was thinking about this situation, the phone rang. “Hello,” said the caller, “I am Betsy with Rena Ware. I am building a team of Consultants in this area to sell Rena Ware products and your neighbor, Gina, gave me your name and number. She suggested I call and talk with you about the opportunity to become a Rena Ware Consultant. Did she mention to you that I might call?” “Yes, she did,” replied Alicia, “and she showed me some of the utensils she purchased. They are really nice. But I don’t think I am qualified to sell them. I don’t know if Gina mentioned it to you, but I had to drop out of school and take care of my siblings when my mom got sick years ago. I don’t have a lot of formal education so I don’t think I’d be a very successful business woman.” “Is being a successful business woman something you’d like to be?” Betsy asked.

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“Oh, yes…it used to be a dream of mine but with having to drop out of school and all… I don’t suppose it’ll ever happen.” “Well, then, I have some great news for you. Rena Ware has a vision to be one of the best companies there is when it comes to personal and professional development. They have developed a training system with seminars on product knowledge, selling, recruiting and even have classes on personal development and leadership. Can you see yourself in a company that is:

• Considered the best company for personal and professional development

• A company where people thrive in a culture that promotes love of what they do

• Where everybody strives to help themselves and others improve financially

• Where training is an integral part of the daily routine rather than a “patch” for the lack of results?

Just Imagine:

• How truly unlimited your potential is in a culture that is focused on the personal and professional development of everyone associated with it and

• How it is to be in a culture that values ethics as a basic principle and all decisions are made based on what is right and desirable, while any elements that may damage your business are eliminated.”

Alicia had never thought such a thing was possible but as Betsy continued to share the vision of Rena Ware’s future, she did start to see it and she saw herself taking the seminars and maybe…just maybe, she could do it. Betsy went on, “I learned everything I needed to know. In the beginning, my leader used the Rena Ware training to teach me and the people I recruited so we would all be successful. Then I was taught how to train other people. Now I am training my leaders how to train the people they recruit and I even have one who is training a leader in her team how to train. This all happened because of Rena Ware’s vision to be the best in personal and professional development.” “They taught you and the people you recruited to be successful…and then taught you how to train other people?” Alicia asked, not quite believing what she had heard. “Yes and if I can do it, so can you! Are you starting to feel the thrill of knowing that you can finally have the support and training to make your dreams come true?”

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“Yes” Alicia said, “I see the possibility and I feel that a door has been opened for me.”

In fact, the door to a whole new world of opportunity opened up for

Alicia!

Create a Compelling Personal Vision Now that your Consultants have seen the future of Rena Ware, point out their potential to be a part of that future as leaders. In these discussions, paint a picture with words about what their lives will be like when they become first a leader and then a leader of leaders. Talk about all the benefits and financial rewards they can look forward to as they reach higher and higher levels of leadership. Show them the possibilities.

If they “see” the vision as a possibility for themselves, set up one‐on‐one “SEP” meetings. (SEP means Situation – Expected Results– Plan and is covered in more detail in Leadership 3.) You will help your future leaders evaluate their current situation, that is, where they currently are, talk about and define expected results and develop a plan to make the vision a reality. As they work towards their dream, use the vision you created for them to keep them motivated.

Step 2: Promote Recruiting For Rena Ware to become the best in personal and professional development of people, there must be people to train and this is where the focus on recruiting really comes into the equation. Teach your Consultants, potential leaders and leaders to reach out to their customers and other potential recruits not only because building a team brings financial rewards but also so they have more people to develop. The way to reach out is by using the vision of Rena Ware as the best for personal and professional development. Teach your Consultants to offer this opportunity for development as a reason to join. Who wouldn’t want to join a company that is recognized as the best company for personal and professional development? No one says to themselves, “I don’t want to be the best I can be…I’d rather be average.” People want to develop themselves and their abilities but often they don’t know how to go about self‐development or don’t have the resources. With Rena Ware, personal and professional developments are included in the benefits of being a Rena Ware Consultant.

Welcome to the team.

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Focusing on recruiting and using the vision of Rena Ware’s future as a reason to join is, in many ways, like an ever‐growing cycle of life:

Recruiting more people so you can develop them leads to more people with better skills focused on recruiting and training…

Leads to more people becoming successful leaders…

Leads to more people wanting to join so they can have the success that comes from Rena Ware’s personal and professional development…

Leads to even more people with better skills focused on recruiting and training…

Leads to even more successful leaders who are even more successful…

Leads to even more people wanting to join so they can have the success that comes from Rena Ware’s personal and professional development!

Teach your leaders to share this vision of Rena Ware being the best in personal and professional development with their teams and train their teams to share it with their customers and potential recruits. You hold this vision in

your hands. It is a gift you can pass on to others through a focus on recruiting. How do you promote a focus on recruiting? Take the following actions yourself and teach your leaders and future leaders to take these actions with their own recruits. Then teach your leaders and future leaders to teach their own future leaders how to benefit from these actions.

• Role model a focus on recruiting by incorporating recruiting into your daily activities and making it a priority.

• Encourage recruiting from the first day the Consultant joins. Take advantage of their excitement as new Consultants and help them recruit a friend.

• Talk about the Rena Ware Vision: “When you help others reach their dreams, you will

reach your dreams.” Talk about how to help others achieve their dreams by offering them the gift of the Rena Ware Opportunity.

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• Help your Consultants and leaders identify their purpose and show them how recruiting fulfills part of that purpose.

• Teach the compensation plan and how recruiting leads to financial rewards.

• Recognize people for their recruiting efforts. Encourage everyone to use the RW400 Personal Progress Chart and give recognition for the number of Opportunity talks they give as well as the number of people they recruit.

• Encourage everyone to attend the Recruiting for Success seminar at least three times. (Encourage attendance of ALL the seminars at least three times).

• Teach everyone how to use the Job versus Opportunity approach when explaining the Rena Ware Opportunity.

• Teach your Consultants and leaders how to use the recruiting materials Rena Ware offers (RW516, RW92 and the recruiting DVD’s).

• Include a recruiting training segment in every meeting, even if it is to simply have two people role play how to manage one objection.

• Keep them motivated with fun activities: o Organize fun challenges where your Consultants and leaders go

out as a group to approach people about the Rena Ware Opportunity or have a telephone blitz. Give fun prizes to those who talk to the most people.

o Create a Recruiting Club for those who want to improve their recruiting skills. Draw upon the power of affiliation by making the club a special group and add fun challenges and rewards.

Notes:

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Step 3: Train How to Train It was through the training of your future leaders and their Consultants on how to sell and recruit that got your potenial leaders’ teams started but it is through training those potential leaders how to train the next generation of Consultants and then training them to train those Consultants how to also train that will develop them into leaders.

When your people start training the people they recruited on how to train others to train, not only are you are duplicating yourself, everyone in your downline is duplicating. It is like having two mirrors on walls facing each other. When you stand off a little to the side and look in one mirror, you see an image of the mirror on the opposite wall which has in it an image of the first mirror which has an image of the opposite mirror and the images keep duplicating themselves as far as you can see. The Store: The meaning of “The Store” is: ____________________________________________________________________________

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Use the Rena Ware Training System Rena Ware continually strives to find ways to help Consultants and leaders earn more money faster and Rena Ware understands that the key to making this happen is not only training but training others how to train. Potential leaders need to learn how to train their Consultants; leaders need to be able to train other leaders. Rena Ware provides a system to do just that. It is Rena Ware Training.

Promote Rena Ware Training: As part of training your emerging leaders how to train, you should promote the Rena Ware training system to them and teach your Consultants and potential leaders how to promote and “sell the training” to their own Consultants. Do this by role modeling the promoting and selling of training at every opportunity yourself. Focus on the importance of training and they will also.

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Seminars and OPLs: Then teach your future leaders how to give the training classes. This is made easy by the seminars and OPLs Rena Ware has created. These trainings have participant’s pieces and trainer’s pieces and have been developed so that the training is standardized and easy to duplicate.

• Encourage your potential leaders to attend all the seminars ________ times as part of their own training.

• Ask them attend again and _______________________________________________.

• Invite them follow along with the Trainer’s Guide as they observe.

• Give them a portion to teach and ask them present it to you in a mock training meeting. Then _______________________________________________________.

• Give them ____________________ on how they did.

Use the Weekly Schedule (Appendix 1) as an opportunity for your potential leaders to learn how to train others.

• Every week you should teach Basic Training, a Skills seminar and a Leadership or Personal Development seminar.

Notes: _______________________________________

_____________________________________________

_____________________________________________

• Select portions of the seminars or OPLs and invite your future leader to do the training.

Notes: _________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

Don’t limit yourself to delegating portions of the training just to those you have already identified as future leaders. The seminars and OPLs, when used as a training ground for teaching others to train, can also be the start of the

leadership journey. By giving segments of the seminars and OPLs to your Consultants to train, you can provide a unique opportunity, enabling Consultants to see themselves for the first time in a leadership position. Encourage your Consultants to train a small

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segment of the Basic Training. Now these Consultants ARE potential leaders! (See Betsy’s Story, Appendix 2)

• Coach your potential leaders. Notes: ____________________________________________________________________

_________________________________________________________________________

• Hold a Weekly Meeting every week (we recommend every Monday Morning) and Daily Meetings Tuesday through Saturday.

o Give a portion of these meetings to your leader or potential leader to conduct and /or an OPL to teach

o Provide coaching after the meeting is over Notes: ____________________________________________________________________

_________________________________________________________________________

• Hold a weekly Leaders’ Meeting and select a portion(s) for your potential leader(s) to do.

Notes: ____________________________________________________________________

_________________________________________________________________________

• Hold a weekly Opportunity Meeting and invite your potential leader to conduct it as you observe and then coach afterwards.

Notes: ____________________________________________________________________

_________________________________________________________________________

• Encourage your potential leaders to conduct different portions of the seminars and OPLs every week so that they learn all the segments.

Notes: ____________________________________________________________________

_________________________________________________________________________ Field Observation: Teach your emerging leaders the importance of observing their Consultants and potential leaders. Observation is an excellent opportunity to train and coach both Consultants and leaders that is sometimes overlooked. If your potential leaders want to help their people improve, they should know where their people are now; what they are doing well and what could be done better. Stress the importance of this approach with your potential leaders as they teach their own Consultants and future leaders.

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• Teach your potential leaders to always _____________________________________ as they hold recruiting appointments and make sales presentations, especially right after their Consultants have attended training. This enables their Consultants to see the things they learned in the training used in a real life application and helps solidify the learning.

• Teach your emerging leaders to also spend time with their Consultants, going with them as they make presentations and meet with potential recruits.

• “Ride” with potential leaders as they are observing their Consultants. They observe

and coach their Consultants and you observe and coach THEM as they are doing it. This will help your potential leaders improve their coaching skills.

Step 4: Coach and Follow-up Now you are coaching on how to coach. Coaching your potential leaders, after observing them doing a training or working with their own Consultants, is only part of the very important step of coaching and follow‐up, however. Ongoing One‐on‐One Coaching: In addition to the impromptu coaching you give as you observe your emerging leaders, a system of regular, consistent coaching and follow‐up sessions is crucial. The leadership development process was started by creating a vision and then conducting one‐on‐one meetings with potential leaders to analyze their current situation, identify expected results, and create an action plan. Once the plan has been created and the leader or potential leader has committed to it, follow‐up meetings should be conducted on a regular basis at agreed upon time intervals. Conduct these scheduled one‐on‐one coaching and follow‐up sessions with your leaders and future leaders and teach them to do the same with their own potential leaders.

• Follow‐up meetings can be held:

_____________________________________________________________________

• Spend at least _________________minutes, either in person or by telephone with each person in your coaching process at agreed upon intervals.

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• Review what happened since the last coaching session. Ask questions: ___________________________________________________ ___________________________________________________ ___________________________________________________ ___________________________________________________ ___________________________________________________

• Help those you are coaching identify opportunities for improvement. Guide them as they set a new plan for the next time period and commit to taking action.

• Praise them for their accomplishments and keep them motivated by pointing out the

progress they are making toward fulfilling the dream. Note: Although we are talking about developing leaders here and teaching them to develop other leaders, one-on-one coaching is really used throughout the training process from the time people first join as Consultants. When Consultants are new, they need some one-on-one support to help them set

goals, develop plans and overcome obstacles. This initial coaching is focused on basic skills. As they become more experienced, they may not feel they need one-on-one coaching any longer, especially if they have chosen to stay at the Consultant level. When they are moving into leadership, however, they will again benefit from one-on-one coaching. This is the process you should use as you train people and this is the process you should teach them to use as they train others. The others, in turn, should teach others to train the use of this process to others and so on. The key to making the process work for the development of leaders is the power of one‐on‐one meetings and the consistent training system provided by the Rena Ware training method coupled with constant motivation throughout.

Summary In this section we have covered:

A vision for the future of Rena Ware with a focus on recruiting and training

Steps to develop leaders including o Creating a compelling personal and organizational visions that draw people o Ways to promote recruiting o Training on how to train using the Rena Ware Training method o One‐on‐one leader coaching

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Your Best Resource Is You! The culture we envision for Rena Ware is here and now. You are the best resource you have to make it happen and you are the best resource you have to perpetuate it into the future. But if your best resource is you, doesn’t that mean you should do all the training yourself? No, that is the key of the Rena Ware Training method. You train your Consultants to sell and recruit and they become Team Builders. You train your Team Builders to train others and they become leaders. You train your leaders to train other leaders and exponential growth begins.

The Fable of the Two Bears

Once upon a time there were two bears in the forest. Each had just given birth to three cubs.

The first bear said, “I am going to be the best mother possible. I will give my cubs everything and they will want for nothing.”

And that is what she did. She found a beautiful cave for their home that was near a stream and everyday she fished in the stream and brought the cubs lots of tasty fish. The cubs spent their days lounging in the cave and playing in the meadow not far from the cave’s opening.

The second mother bear said, “I am going to be the best mother possible and teach my cubs everything. There is nothing they won’t know how to do.”

And that’s what she did. She taught them how to find a good cave for their home and how to fish for their supper. Her cubs spent their days learning how to fish, how to find cozy caves and everything else about the forest and the other animals who lived there.

Two years later the first mother still lived in the cave with her three cubs. She still fished for them everyday and life went on for the four of them as it always had.

The second family was a different story, however. The three cubs had met other bears in the forest and had started their own families. Now they each had three cubs of their own and the

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mother bear taught them how to teach their cubs just as she had taught them and she also had three more cubs. Now this bear family had grown to 16. Two more years went by and life went on for the first mother bear and her three cubs. She continued to give them everything just as she had said and nothing changed. During this two‐year time, the second bear family continued to learn and grow. Now all 16 of them each had three more cubs of their own and the family numbered 64. And so it went until the first bear family grew old and eventually passed away. By then, the second bear family had continued to duplicate themselves and teach the offspring to do the same and so on and so on. Now they numbered in the hundreds. The Moral of this fable is:

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Sharpen your leadership skills permanently Now you have learned how to develop leaders and you have developed your leadership skills to become a leader of leaders. Are you finished with your personal development in this area?

Yes No How do you suppose we can sharpen our leadership skills permanently? ____________________________________________________________________________

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____________________________________________________________________________

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When you have sharpened your leadership skills permanently, does this mean they can never get sharper?

Yes No Notes:

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One Final Thought About Sharpening Your Skills: A famous English writer, broadcaster, and director, Sir Anthony Rupert Jay, said

“The only real training for leadership is leadership”

What do you think this means? ____________________________________________________________________________

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____________________________________________________________________________

____________________________________________________________________________

There is no better way to learn than by teaching others. The more leaders you teach, the more leadership skills you will learn and the sharper your leadership skills will become. The sharper your leadership skills become, the more leaders you will develop.

Your Leadership Development Plan You have learned the steps to developing leaders:

• Create a vision of leadership • Promote recruiting • Train how to train • Coach and follow‐up

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You’ve learned how to sharpen your leadership skills and you know the vision of the future of Rena Ware. Now it is time to create your leadership development plan. Use the Rena Ware Training method, motivation and one‐on‐one sessions to put the duplication process in perpetual motion. How do you go about creating a leadership development plan? In Appendix 3, you will find a form that was developed for you to use as a guide as you create your overall Leadership Development Plan. It will help you think through the details of your plan creation. Simply fill in the blanks. Then copy and use the Individual Leadership Development Plan form in Appendix 4 to develop the initial plan for each of your potential leaders. After the individual plans for each of your potential leaders have been created and put into action, use the Personal Goal Planner RW456 for the next goal periods.

Summary Congratulations, you have completed Personal Development 3: Developing Leaders. Today, in addition to other things, we have covered:

Why we want to develop leaders Transitioning into leadership The characteristics of successful Rena Ware leaders A step by step process to develop leaders How to coach and provide follow up How to create a compelling vision for your organization The future culture of Rena Ware focusing on personal and professional development How to sharpen your leadership skills permanently and then sharpen them even more How to create your Leadership Plan

Now complete your leadership plan in Appendix

# 3 and fulfill your leadership destiny!

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APPENDIX 1:

The Weekly Training Schedule

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APPENDIX 2: Betsy’s Story

Lina and her new recruit, Betsy, had met to discuss what Betsy wanted from her business. Lina thought Betsy had a lot of potential. She was always dressed in a professional manner and there was something about her that caused people to listen when she spoke. Lina had mentioned this to Betsy and encouraged Betsy to set her sights on a leadership position, but no matter what Lina said, Betsy didn’t see herself as a leader. She had grown up in a very poor family and because her mother was ill,

she had to drop out of school and stay home to take care of her brothers and sisters. She was embarrassed about her lack of formal education and didn’t think anyone would want her as their leader. She didn’t feel she had anything to offer, so she dismissed the idea. All she wanted from her business, Betsy told Lina, was to make enough money to buy a new car. Lina went to her leader, Uli, and asked for advice. Uli knew Betsy because she had attended his Basic Training class twice already in her first month and was scheduled to attend for the third time next week. She had also gone with him, as well as with Lina, to observe a sales presentation and had already made several successful presentations herself. She was very good at breaking the ice with people and making them feel comfortable.

“I have an idea,” Uli told Lina. He picked up the phone and called Betsy. “Betsy,” he said, “You have a natural way about you and you present yourself very well. I am wondering, would you be willing to present the first step of the presentation, Paving the Way, at the

Basic Training Class next week? It is a short segment and we can get together this weekend and practice it. I just think that the class would respond well to hearing from a newer Consultant who is already doing well.” At first, Betsy was reluctant but she finally agreed and worked with Uli on her presentation. When the time came for her to present, she showed the class the things she did to look and act like a prosperous, professional person even though she really didn’t have much money yet and she told them some of the things she did to break the ice with her potential customers. The class was very impressed and they applauded her when she finished. Later Uli said to her, “Betsy, you are a natural. You are able to gain people’s respect quickly. You really should consider building a team and becoming a leader.” Betsy thought about this and realized from the training experience that she did have something to offer. Now she could see herself helping others and she decided that she did want to go into leadership after all.

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APPENDIX 3: Your Leadership Development Plan

Create a Vision of Leadership

I will talk with the following people about their potential to become leaders:

1. ___________________________________________________________________________

2. ___________________________________________________________________________

3. ___________________________________________________________________________

4. ___________________________________________________________________________

5. ___________________________________________________________________________

6. ___________________________________________________________________________

7. ___________________________________________________________________________

8. ___________________________________________________________________________

9. ___________________________________________________________________________

10. __________________________________________________________________________

After talking with the above people, the three to five people who saw the possibility and wanted it are: (Or the three to five who had the strongest attraction to the possibility) 1. ___________________________________________________________________________

2. ___________________________________________________________________________

3. ___________________________________________________________________________

4. ___________________________________________________________________________

5. ___________________________________________________________________________

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Initial Meeting: What will you do in the initial meetings? (Hint: SEP) ____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

Promote Recruiting

What are three things you will do to promote recruiting with your potential leaders?(Hint: look at Step 2: Promote Recruiting in your Participant’s Guide for ideas. But don’t limit yourself to just those ideas listed.) 1. ___________________________________________________________________________

____________________________________________________________________________

2. ___________________________________________________________________________

____________________________________________________________________________

3. ___________________________________________________________________________

____________________________________________________________________________

Train How to Train

How will you train your potential leaders how to train?

Promoting Rena Ware Training

I will promote Rena Ware training by:

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

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Weekly Training Schedule:

I will set up a schedule of trainings for my potential leaders to attend and then teach as

follows:

On __________ ______________________________ will attend ____________________ (Date) (Name of potential leader) (Name of training)

On __________ ______________________________ will teach _____________________ (Date) (Name of potential leader) (Name of training)







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Coach and Follow‐Up

One‐on‐One Sessions

I will set up one‐on‐one coaching sessions as follows:

_________________________ every ______________________________ at ____________ (Name of potential leader) (Day of week, every 2 weeks, etc.) (Time)






Field Observation:

My plan is to have each potential leader observe me in the field ____________times. My plan is to observe _____________ presentations and _______________ number of recruiting appointments for each potential leader.

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My Transition into Leadership

You may be new to leadership or you may have been a leader for some time. Either way, it is helpful to analyze your transition into a leadership role to determine if there is more work you need to do. Answer each question below. If you have trouble answering any of these questions, you may still need to work on that area of your transition. 1. Three ways I act as a role model for my potential leaders

a. _____________________________________________________________________

b. _____________________________________________________________________

c. _____________________________________________________________________

2. Three things I do which demonstrate good time management

a. _____________________________________________________________________

b. _____________________________________________________________________

c. _____________________________________________________________________

3. My purpose is:

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

4. I know I communicate clearly because:

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

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5. I continue to focus on personal recruiting. Yes No

6. I am responsible for the success of the people on my team? Yes No

7. I concentrate more on the goals than on the problems? Yes No

____________________________________________________________________________

The Answer Key:

For #1 and #2: If you cannot identify three things for each, you need more work in these areas. For #3: If you don’t know your purpose, you should go back to Personal Development 1 and identify what it is. For #4: If you are not sure about your communications being clear and cannot identify a reason that you know they are, in fact, clear, you probably need to work more in this area. One thing to do is to ask your Consultants for feedback. The answer to #5 is Yes. If you said No, you need to rethink your actions

The answer to #6 is NO. If you said Yes, you need to review the class materials

The answer to #7 is Yes. If you said No, you need to review the class materials

____________________________________________________________________________

Based on my answers, I need to work on the following area(s):

1. _______________________________________________________________________

2. _______________________________________________________________________

3. _______________________________________________________________________

I will do the following to improve in these areas:

____________________________________________________________________________

____________________________________________________________________________

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APPENDIX 4: Individual Leadership Development Plan

Name: ______________________________________________________

Initial discussion about the possibilities on ___________________. (Date) What is ________________________ dream? (Name) ____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

SEP (Situation – Expected Results ‐ Plan) Meeting on ______________________ (Date) Current Situation: ____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

Expected Results: ____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

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Personalized Plan: Will attend the following trainings:

_____________________________________________ on ____________ (Name of Training) (Date)



Will teach the following trainings:




Will observe me on the following dates: ________________, _______________, ________________, _________________, ________________ My Observations: Besides the above trainings, I will observe:

A Sales Presentation on ____________________

A Recruiting Appointment on ________________________

A coaching session with one of ________________________ new recruits on___________ (Name)

Other Actions: _______________________ commits to the following actions:

(Name)

• Will talk to ___________people per day to book sales presentations • Will hold ____________ sales presentations per week • Will have sales of __________________ per Bonus Period

• Will talk to _________ people per day about the Rena Ware Opportunity • Will conduct ______________ recruiting appointments per week • Will recruit ________________ new Consultants per week.

We will have follow‐up one‐on‐one meetings every_______________________.

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APPENDIX 5:

The Goose Story

by Dr. Harry Clarke Noyes ARCS NEWS, Vol. 7, No. 1, January 1992

Next fall, when

you see Geese heading South for

the Winter, flying along in V formation, you might

consider what science has dis‐ covered as to why they fly that way:

as each bird flaps its wings, it creates an uplift for the bird immediately following. By

flying in V formation the whole flock adds at least 71% greater flying range than if each bird flew on its own.

People who share a common direction and sense of community can get where they are going more quickly and easily

because they are traveling on the thrust of one another.

People are propelled and their momentum is sustained by the shared vision. They can achieve more by following the compelling organizational vision than they could by themselves.

When a goose falls

out of formation, it suddenly feels the drag

and resistance of trying to go it alone and quickly gets back into formation to take

advantage of the lifting power of the bird in front.

If we have as much sense as a goose, we will stay in formation

with those who are headed the same way we are.

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As leaders we show people our vision and help them align their personal dreams with the achievement of that vision so they have the benefit of support from the whole organization as each progresses towards their own dreams.

When the head goose

gets tired, it rotates back in the wing and another goose flies point.

It is sensible to take turns doing demanding jobs with people or with geese flying south.

Or as we have learned, to develop other leaders and teach them to develop more leaders, all of whom help us grow our organizations so that we don’t have the limitations of doing it all ourselves.

Geese honk from behind to

encourage those up front to keep up their speed.

What do we say when we honk from behind?

What do we say and do to help people find their internal motivation? How do we help them ignite the fire within and keep it going?

Finally, and this is important,

when a goose gets sick, or is wounded by gunshots and falls out

of formation, two other geese fall out with that goose and follow it down to lend help and protection.

They stay with the fallen goose until it is able to fly, or until it dies. Only then do they launch out on their own, or with another formation

to catch up with their group.

IF WE HAVE THE SENSE OF A GOOSE, WE WILL STAND BY EACH OTHER

LIKE THAT!

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At Rena Ware we focus on the personal and professional development of others and we succeed by helping others succeed. We stand by each other and the people

in our organizations, teaching others and then teaching them how to teach others. We support our Consultants in this way until they achieve the success they want (or for their

own reasons, decide to leave). Decisions are made on what is right and desirable.

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