Looking back over nearly two decades of building my business online, I cringe when I think about the very first website I built (I designed that crazy logo in “paint” and coded the entire site in “notepad”), the very first show I ever did (one of the guests kept tapping her watch and staring at me, urging me to hurry up), and the early interviews I hosted (everything I said was scripted!). I certainly had a lot of learning to do over the years to improve my performance!

At the time, they weren’t bad, mind you. They were pretty good – especially for the technology of the era, and I certainly practiced my butt off to get them as good as possible in the time I had available.

But comparing that “old me” to the more experienced, confident, and knowledgeable me of today, I can honestly say it was the worst work I’ve ever done.

The same is probably true for you. 

In direct sales, we coach our new consultants to book in close, and get their first shows done before they’ve even been in the business for a month. One coach I know recommended her consultants get in nine shows in the first three weeks of business! The reason? Practice. Even if you have one or two “good” shows right out of the gate, a new consultant won’t have enough experience under her belt to handle some of the more unusual situations that can come up during the first few months of business.

Here are some tips to improve your performance fast:

1. Pick one thing and know it cold. Most direct sales companies have hundreds, if not thousands of products available for purchase. Pick one product, or one product collection, and become an expert on it. If you’re new, people will be impressed with what you know, and will understand that you couldn’t possibly have memorized everything in the catalog in your few short months in business.

2. Rehearse. If a show cancels or reschedules, use that time to practice your demonstration. Even if you’re practicing to an empty room, the more you rehears your demo, the better you’ll be when it’s time to present your wares in front of an audience. If you’re waiting in line at the bank or the grocery store, practice the one-liners that you say during your presentation to encourage bookings and recruiting. Even if you’re only saying them to yourself under your breath, it helps. Besides, if someone is brave enough to ask what you’re doing, you can tell them you’re rehearsing for a big presentation you’ve got coming up. That just may open a conversation that books a new party for you! If you think of your demonstration as a performance – with you as the lead actor – it just might fire you up for an Academy Award-winning performance!

3. Confess. You don’t have to know everything. No one but you expects you to know everything. Let your clients know that, while you don’t have all the answers, you’re committed to finding the answers for them. Then go out and find those answers!

4. Ask. Whether it’s the online training center, the book store, the library, your team leader, or a colleague, it’s smart to ask for help. No man is an island, and it’s foolish to pretend that you’re the sole author of your success. Ask for help when you need it (and show gratitude when you receive it), and you’ll be modeling the traits of a real leader to those you meet.

And what if your first few shows were really spectacular? Maybe it wasn’t beginner’s luck. Maybe you really are that good! If so, congratulations, and don’t rest on your laurels. It’s important to keep learning, keep growing, and keep practicing. New questions crop up every day, and it’s up to you, as a business owner, to be able to find the answers for your clients, hosts, and team members. Just think how much better you will be after twenty years of learning and growing!

Delegate:  To entrust (a task or responsibility) to another person

If you’ve ever wondered, “What, to whom, how or when do I delegate?” or “How do I know what to “entrust” someone else to do?” you’re in the right place.  Delegation does not need to be a complicated or overwhelming process, but in order to grow and succeed in your business it does need to happen. 

Each month I will share with you another step in the process of getting comfortable with delegation.  You will find simple yet powerful ways to gain more control of your time in the day-to-day operation of your business.  So let’s get started!

How to delegate?

Whenever I tell someone I’m a Virtual Assistant they generally want to know these three things:

• Ÿ  How does it work?
• Ÿ  How do you get the work?
• Ÿ  How do we work together….virtually??

Technology has made it easier than ever to provide this type of service.  Here are my top picks for HOW to delegate virtually:

1. Email – Nothing too high tech about email, it’s a fast, easy, uncomplicated way to communicate.  I tell my clients “email is always open” and my policy  is to respond to your  email within 24 hours.  You can email a task whenever you need to, even if it’s the middle of the night, knowing it won’t be an intrusion and, more important, won’t be forgotten.
2. Dropbox – This online tool is fast becoming one of my favorites!  Dropbox allows clients to share documents without having to email them, which is especially helpful when dealing with large files.  Once installed on your computer you save files to it as you would any other folder on your computer, and like “magic” they appear in the matching folder on my computer as well.  This allows for much easier editing and sharing of information.
3. LogMeIn – Sometimes there are programs that exist only on your computer, but the fact that some of the work is not online does not have to stop you from delegating.  LogMeIn allows me to remotely access your computer (with your permission) and work on your computer as if I was there in person.
4. Mail – Traditional USPS mail.  Yes, with flat rate envelopes you can affordably send your hardcopy documents to me to work on for you, and have mailed back to you when completed.
5. Scanner/FAX – If you prefer to hold on to your original documents, you always scan and put them in an email attachment, into Dropbox or fax them to me.

There are many, many other tools available to work virtually, these are just a few favorites.  As you can see, delegating to a Virtual Assistant can be either high-tech, low-tech or somewhere in between.    Where there’s a will there’s a way, and a VA has many tools available to help make the process as smooth as possible.  Don’t let the “virtual” part scare or intimidate you.

Put all the pieces together, WHAT, WHO and HOW and you have the first steps of plan to stop the overwhelming feeling  you get when  your tasks get away from you.  Get back to what you do best and delegate the rest!

Melissa H. Dery is The Golden Rule Virtual Assistant (VA) providing Virtual Business Management to Direct Sales leaders.  A former direct sales consultant, Melissa also grew up in a direct selling family.  She knows firsthand about the “behind the scenes” work required to help your business grow and prosper.

When Melissa combined more than 20 years of experience as an administrative professional with her desire support those in direct sales and The Golden Rule VA was born.  Her mission and her “rule” are the same: to treat your business as if it were her very own, with respect, creativity and professionalism.

Melissa is married to her best friend and lives in New Hampshire with her two boys.  She has a Bachelor Degree in Business Management and a “Ducktoratte” Degree from Disney University.  She loves coffee, running and, most of all, camping with her family.

I told her that this was an opportunity to get excited instead of getting bummed. Because now, the playing field truly was level, and everyone could market themselves rather than the company they represented.

See, sites like Facebook and Twitter make it easy for any consultant to create an online outpost for their direct sales company. The problem is that, sooner or later (usually sooner), some consultant gets a little too overzealous, and makes a claim or a comment that sounds like it’s coming straight from the home office, rather than the company. Customers can’t tell the difference between a page created by a consultant or one created by the home office.

How are they supposed to know what claims are accurate, and which ones are being made by a new consultant that doesn’t have a clue?

They can’t, and so many companies have tried to create rules, guidelines and policies to “protect the brand”.

To most consultants (especially new consultants), it feels as if they’re not just protecting the brand, they’re just making it harder to do business online.

Here’s the truth: If you’re counting on your company’s brand name or logo to keep you in business, then you’re absolutely right. By restricting the use of those corporate owned identities, they are restricting your business.

But that’s not their problem, because in reality, you’re relying on the wrong elements of your business to market yourself.

See, I could get a ton of traffic to my facebook page if I called it “The biggest Justin Bieber Fan Club of all time”, and created “pictures” of the J-man with my direct sales products. I could probably sell a ton of them too. But as soon as Big-J got wind of it, I’m sure his legal eagles would be all over me with a cease and desist order, citing my use of his image as being a violation of his rights to use his likeness to promote a product.

So yes, I could get a short-term gain of new leads, but at what cost? This is an extreme example, to be sure, but this is exactly what you’re doing when you use pictures from your company catalog, use the company brand name, or any unauthorized company logos to promote yourself in ANY venue (online or offline). Because it’s challenging for direct sales companies to track all the ever-expanding social media outlets, most companies create policies that focus on the big 4: Facebook, Twitter, LinkedIn, and Youtube. It would be virtually impossible to create an exhaustive list of sites, which forces many companies to just say “no online advertising of any kind,” essentially throwing out the baby with the bath water.

My colleague Jennifer Fong has been leading this crusade for a few years now, and slowly the tide is turning, but for those of you stuck in a “no-way” company policy, here are some options to help you continue to market online – without violating company policies:

1. Make your page about you, not your products or company. Stop blathering on about your super-duper product of the month in public areas of the web. Use your facebook page to talk about you, not your special offers. Take photos of your trips, and the incentives you’ve won. Post pictures from parties, and tag hosts/guests (with their permission). Don’t talk about what company you’re with, just let people ask. Then, you can send them a private message or a link with more details.
2. Market from a mailing list. Use social media sites as a place for your clients to learn more about you as a public persona, and drive traffic from those sites to an opt-in mailing list. I don’t know any company that presently prohibits you from sending an email to your own list of clients to let them know about your company, your products, and your specials. Plus, this makes a great way to screen prospective leads. They get on your list, THEN they get to learn about your company, your products, your business opportunity.
3. Stop using logos as your avatar. People want to know, like and trust you, not your logo. Put your friendly face on your online outposts so people can start to see you everywhere, instead of the company logo. Besides, if you ever switch companies (it does happen, you know), then, all your online efforts won’t have to be scrapped.
4. Stop product pushing and keep it social. Social media is a great funnel, but it’s lousy at converting prospects into customers. What it is GREAT at is turning strangers into friends. Just like your home shows, turning strangers into friends takes time, but ultimately yields better results.
5. Give them a reason to want to know you. Your product isn’t enough. If you look at the majority of folks that are in your social media circle, it’s probably not because you used the company name on your blog or in your page title. Chances are good that while that may have been why they first ventured to your page, they stick around because they know you, like you or trust you (there it is again!). Do more for your existing online community so that they have more reasons to want to talk to you – and share you with their online community.
6. Stop trying to circumvent the party. Yes, you can make good money online.  It takes effort, but it’s possible. Yes, you can do it without doing parties. It takes a lot more effort, but it’s possible. BUT… your parties (face-to-face interactions) will always be the most lucrative means of developing a solid direct sales business. The personal touch outshines an email or facebook “like” any day of the week.

I’ve yet to see a company that can prohibit you from having a blog, website or other social media presence that talks about you, rather than your company or product line. By marketing yourself, instead of your company or products, you become the focus of your business – and clients can gravitate toward you. While it sounds a little self-centered, it’s actually creates an asset for your business, because your clients are following you then your product, not the other way around.

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Delegate: To entrust (a task or responsibility) to another person

If you’ve ever wondered, “What, to whom, how or when do I delegate?” or “How do I know what to “entrust” someone else to do?” you’re in the right place. Delegation does not need to be a complicated or overwhelming process, but in order to grow and succeed in your business it does need to happen.

Each month I will share with you another step in the process of getting comfortable with delegation. You will find simple yet powerful ways to gain more control of your time in the day-to-day operation of your business. So let’s get started!

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Delegate Successfully: What to Delegate

What do you delegate? When you look at your to-do list, if you have one, do you dream of handing the entire list over to the first person that walks by your paper-filled desk? Step back and let’s look at that list a little more carefully, or, if you’re beating yourself up for not having one, let’s create a to-do list.

What tasks make up your business? Which ones are the most time-consuming? What tasks do you “dread” doing? Do some seem “tedious” to you?

When doing this exercise together, some of my clients list items like these:

• Sending customer or team newsletters
• Sending birthday cards
• Entering orders
• Tracking inventory
• Updating contact information
• Maintaining a database
• Sending invites
• Managing customer service follow-up

These are just a few examples, and your list may be different. No worries. Bring your list along as we move to the next questions:

• Do YOU personally need to handle each of these tasks?
• Does the activity on your list require a skill or knowledge that you alone possess?

For example, you may like to include a personal note in each of your birthday cards, because you have a strong connection with your customers and you like to express that. That’s great, and it’s true that only you know what to include as a personal message. But is it important that you also personally write, address, stamp and mail that card? Are you sure?

Choose a task you are considering delegating, and the next time you work on it, use a simple kitchen timer (or an online one like http://www.online-stopwatch.com/) to see how long it takes you to finish. Did it take longer or shorter than you thought it would? Either way, I want you to consider whether or not if that is that the highest and best use of your time? What else could you do with that time?

Staying with our example, even if it is NOT the most efficient use of your time, it may still be important to you to handwrite all of the birthday cards. That is FINE: this is YOUR business and, as the business owner, you get to determine how you spend your time. However, if you add up the time it takes you to personally handle all the tasks on your list, does that time add up to what it would take you to host an additional party or two? Or recruit a new team member?

Repeat this process a few times and see where your time is being spent. Then carefully consider what tasks really require you to personally handle them. Obviously, activities need to be assigned to someone you trust and we’ll get to that…

Next month we discuss the “Who” of delegation.

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About the Author:

Melissa H. Dery is The Golden Rule Virtual Assistant (VA) providing Virtual Business Management to Direct Sales leaders. A former direct sales consultant, Melissa also grew up in a direct selling family. She knows firsthand about the “behind the scenes” work required to help your business grow and prosper.

When Melissa combined more than 20 years of experience as an administrative professional with her desire support those in direct sales, The Golden Rule VA was born. Her mission and her “rule” are the same: to treat your business as if it were her very own, with respect, creativity and professionalism.

Melissa is married to her best friend and lives in New Hampshire with her two sons. She has a Bachelor Degree in Business Management and a “Ducktoratte” Degree from Disney University. She loves coffee, running and, most of all, camping with her family.

 

The trouble comes when expectations aren’t set (or met), and what should be a seamless transfer of clients becomes an attitude war. Here are just a few problems I’ve come across in my coaching career (and in my own direct sales experience):

• Leaders pass off clients they don’t want to an inexperienced consultant that can’t “handle” them.
• Consultants develop an entitlement mentality, expecting their leaders to just “give” them shows when they need it.
• Clear expectations aren’t set when the show is dovetailed, and the consultant resents sharing the income from the show with their leader.
• Clients get confused about which consultant is “their” consultant.
• Consultants don’t follow-up, and lose the new clients, forcing the Leader to step in, which creates friction in the organization.

Let’s have a look at where the word “dovetail” comes from:

My grandpa was a carpenter, and explained to me long ago that dovetail joints are the strongest way to join two pieces of wood together. They’re also a bit complicated and time consuming to create, but worth the effort if done well.

If you examine the picture, you’ll see two boards coming together. Where the notch (called a mortise) receives the tab (called a tenon), you create a dovetail joint. When properly constructed, it is incredibly strong, resists coming apart, and is often used in high-quality construction of cabinet drawers.

Simply put, a dovetail is designed to last for ages. I have cabinets that have lost their bottoms, their knobs, and even other parts, but those dovetail joints are solid. Even without glue, a well-crafted dovetail will have a tight-fitting hold.

So it should also be in your direct sales business.

The leader is the tenon, extending their clients to a consultant, acting as the mortise (the notch that receives the dovetail).

There needs to be a tight fit. Leaders can’t just “pass off” their shows to a consultant and expect them to be successful. This is a gift that you extend as a courtesy for their demonstrated efforts at building their own business. Dovetailing is NOT a handout. Leaders need to set clear expectations with their consultants before, during and after the dovetailing of a show. These are my top suggestions for helping your consultants make the most of the “gift” you’ve given them:

1. Pre-screen your consultants. Let them know that they have demonstrated a level of responsibility in building their business, and you’d like to reward them from your abundance by sharing a show or two with them. Make it clear that this is your investment in them, and you want it to be a “good fit” for your clients as well as the consultant. You’re not just “giving them a show”, you’re making an investment, and you expect a positive return on thst investment.
2. Set clear expectations. Make it plain to your consultant how you will be compensated for dovetailing the show. In exchange for giving them your clients, at the minimum, you need to set an expectation that there will be some form of compensation. It doesn’t need to be money, but half of the profits from the show is typical. I often encourage my consultants to have better shows by telling them they’ll earn 90% (instead of 50%) if they hold a $1000+ show.
3. Work with your consultant. Unless this is an established consultant, and you are sharing a show because of a scheduling conflict, it is incumbent upon you, as the leader, to make sure your consultant knows how to appreciate and fully utilize the gift they’ve been given. If they are weak at getting bookings in the first place, “giving them shows” will create a dependency, and possibly an entitlement mentality. Offer the dovetail in exchange for some one-on-one practice with their booking talk, or whatever area of their business needs improvement. I have heard a number of horror stories from leaders that dovetailed a party with 20 guests and the consultant doing the show got zero bookings.
4. Prep your hosts. Let your hosts know about the dovetail. Make it clear that they always have a choice in who they want to work with. Also inform them that the consultant will be “theirs” unless and until the customer decides otherwise. Explain the nature of dovetailing, and give your clients the option to choose. There’s nothing worse for a new consultant than to do a show and watch all the bookings go back to her leader.

What about you? What other tips have you shared when dovetailing shows? Leave a comment below and share your ideas with the community.