personal development series part 2 - developing...

Personal Development Series Part 2 - Developing Consultants Trainer's Guide for Power Point

www.renaware.com Home Office U.S.A. (425) 881-6171

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Personal Development 2 – Trainer’s Guide for Power Point

TRAINER’S NOTES: The Personal Development Series is a three‐part series that has been developed to help you maximize your leadership abilities. These seminars will provide you with the tools and techniques to help you develop Consultants and Leaders while increasing your personal influence and effectiveness.

The Personal Development 2 Seminar will be a guide to help you develop in your key people the elements that will help them be better leaders in both their lives and their organizations. Note: This seminar contains the Motivation Triangle Game. Instructions are on the notepages of the slides. A more complete description is also in Appendix C of this guide. Be sure to read how this game works and prepare in advance.

About this Trainer’s Guide: This Trainer’s Guide is designed to support the PowerPoint presentation of this seminar. It is important that you become familiar with the icons and exercises before beginning the seminar. Note: Although this seminar is designed as a Power Point Seminar, you could use the written guides and train this seminar as a traditional style seminar without using the flash presentation if need be. Whenever possible, however, you should use the flash presentation because the visuals improve the learning and retention of the material. Personal Trainers: Throughout the seminar you and your class will see these icons:

“Hi, we’re the Rena Ware Personal Trainers and we have lots of great tips for

you!”

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Materials needed for the Seminar:

• One copy per attendee of: RW273 Compact Participant’s Guide: Print in black and white, not color.

• RW92 Product/Recruiting Leaving Piece • RW516 Recruiting Brochure • DVD player or computer • Additional pens and pencils • Paper or a board to take notes • Name tags • Chocolates or other symbolic prizes • If not doing the PowerPoint Presentation, envelopes with the three motivation words:

One envelope for each attendee.

Tips from one trainer to another Some things learned and tips for this seminar are:

• Although the list of materials needed includes a computer and a projector, you could give the seminar with the Trainer’s Guide and the Participant’s Guide only. It might not be as bright and colorful, but it will still be effective.

• Your role as a trainer is to be a facilitator and guide. Adults learn better in a pleasant environment that allows participation, includes exercises, and respects the points of view and experiences others may share.

• We recommend that you practice the seminar several times before giving it for the first time.

• Finally: Enjoy it! This is a very entertaining seminar for both the trainer and participants

due to the activities and interaction; and most important of all, is that it will considerably help you develop your organization.

If you light a lamp for somebody, it will also brighten your path. ‐ A Buddhist Saying

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This is an example of the guide.

Slide shown Text in bold enclosed with parentheses are Trainer Instructions only and not to be read to the class. Script/Information to be read to the class

Slide #. The slide number will also appear on the very bottom of the slide unless an image is covering it. This is so the Participant Guide which doesn’t have the notespages will also show the slide number.

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Contents Trainer’s Notes ........................................................................................................................ B

Introductory Exercise ...................................................................................................................................... 3

1. THE STARTING POINT: WHY DEVELOP YOUR CONSULTANTS? ............................................................. 4 • Imagine ........................................................................................................................................... 6

• What Your Consultants Need ……………………………………………………… ............................................... 9 o Why Consultants join Rena Ware ……………………………………… ................................................ 9 o 7 Things People Need, Want, Desire and Dream of Having.. ................................................10

2. DEVELOPING YOUR CONSULTANTS STEP BY STEP ................................................................................12 • Identify Your Constants’ Dreams ....................................................................................................13

o Write the Dream Down ..........................................................................................................17 o Break the Dream into Manageable Goals ..............................................................................18 o The Story of the Ant and the Inch Worm...............................................................................19 o The Personal Goal Planner .....................................................................................................21

• Set and Promote a Consistent Training Schedule ...........................................................................34 o Consistency is Key ..................................................................................................................34 o Recommended Training Schedule .........................................................................................37 o Promoting the Training Schedule ..........................................................................................41

• Focus on Both Sales and Recruiting ................................................................................................45 o The Row Boat .........................................................................................................................45 o Take Your Consultants With You ...........................................................................................55 o Encourage Immediate Duplication ........................................................................................56

• Understand and Use Motivation ....................................................................................................60 o What is Motivation? ..............................................................................................................60 o The Story of the Young Team Builder ....................................................................................61 o The Principles of Motivation ..................................................................................................64 o Higher Level Motivational Drivers .........................................................................................69

• Follow Up ........................................................................................................................................74 o Observing Your Consultants ...................................................................................................75

3. CREATING TEAM BUILDERS……………………………………………………………….. ..............................................77 • Create a Vision of Becoming a Team Builder ..................................................................................78

• The Numbers Game ........................................................................................................................82

• Rena Ware Numbers .......................................................................................................................90

• “Rule of Thumb” Formula ...............................................................................................................93

• Retention ........................................................................................................................................96

• Promoting Basic Training ................................................................................................................100

Slide #

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4. THE POWER OF DUPLICATION…………………………………………… ................................................................105

• Creating a version of You ................................................................................................................105

• Vision = A Mystical Experience? .....................................................................................................107

• A Fish, a Frog, and a Grasshopper ..................................................................................................109

• Duplicate One Step at a Time .........................................................................................................110

• Become a Role Model .....................................................................................................................111

• Team Spirit ......................................................................................................................................113

• 5 Ways to Create Team Spirit .........................................................................................................114

• Summary .........................................................................................................................................117

5. CONSULTANT DEVELOPMENT PLAN ......................................................................................................119 Appendixes

Personal Development 2‐ Trainer's Guide for Power Point

Welcome to the Personal Development Series ‐ Part 2Welcome to the Personal Development Series Part 2. Today, we will be working on some useful concepts that will help you make the most of the Rena Ware Opportunity.

Before we start, please turn off your cell phones (or silence your cell phones).

The bathrooms are ( ) The emergency exists areThe bathrooms are (….). The emergency exists are (….).

Here is a guide for you to take notes and have reference material at the end of the trainingreference material at the end of the training.

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This is an exercise for classes of 10 or more.• The Objective: Have the attendees introduce themselves and get acquainted with the other members of the class.• How to do the exercise: As attendees entered, each received a name tag. Now have them take off their name tags and drop them in a paper bag, mix them up and then have the attendees draw a new name tag from the bag. (If they draw their own, they should put it back and pick another one.)•The class must introduce themselves to each other until they find the person who has their name. Then they trade the name tags so they have their own to wear. For example: Lucinda draws a name tag with Jeff’s name on it. Juan picks Lucinda’s name tag. Lucinda introduces herself to people

til h fi d th ith h t (J ) L i d t huntil she finds the person with her name tag (Juan). Lucinda gets her own tag and gives the name tag she picked (which was Jeff’s) to Juan. Introductions continue until everyone has found their own name tag.For classes under 10: Have attendees pair up. They have one minute to find out as much as they can about the other person. Then the other person has one minute to find out as much as they can about the first person Whenone minute to find out as much as they can about the first person. When the time is up, they must introduce each other to the rest of the class.

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You have before you an unlimited opportunity TheYou have before you an unlimited opportunity. The Personal Development Series is like a three‐stage rocket. You blasted off with focusing on your own development in Personal Development 1, and now the second stage takes over Think of this stage as thesecond stage takes over. Think of this stage as the booster that propels you into the sky. By developing your team, you will now soar to new levels and new horizons will open up for you. Buckle up for an exciting time!exciting time!

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Training and developing others is the path to leadingTraining and developing others is the path to leading the life you want. As a leader you have everything to gain by training and developing the people you recruit…better retention of your Consultants, organizational growth promotions to higher titlesorganizational growth, promotions to higher titles, increased income, prizes and rewards. Their development is your future!

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Imagine that you just started a new job working for aImagine that you just started a new job working for a company in the town where you live. You arrive for your first day of work at the appointed time and you are excited to get started. You are greeted by the only person you know at your newgreeted by the only person you know at your new company, the gentleman who interviewed and hired you. He hands you a stack of training materials and tells you to find someplace to sit down and study them Then without giving you any other directionthem. Then, without giving you any other direction, he leaves you to find your own way.

Class discussion: How would you feel? Do you think that might be a little uncomfortable and stressful?that might be a little uncomfortable and stressful?

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So you wander down a hallway until you come to aSo you wander down a hallway until you come to a room that has a couple of desks and chairs. They appear to be not in use by anyone so you sit down and start to read everything. You wait for him to come back and show you what to do next but the day endsback and show you what to do next but the day ends and you don’t hear from him, so you go home.

Class discussion: Would you even come back the next day? What is your excitement level now?day? What is your excitement level now?

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But let’s say you do come back and you read everythingBut let s say you do come back and you read everything again and wait all day for someone to give you some direction but no one does. Then after several days, your recruiter happens to walk by the place you are sitting and says, “What are you doing here? Why aren’t you out doing the job you were hired to do?” Class discussion: How would you feel now? What do you think the chances are of you being successful at this job?Then Summarize by saying: Clearly this is not something weThen Summarize by saying: Clearly this is not something we would like to happen to us but this is exactly what happens when we do not develop our Consultants and leave them to find their own way. New Consultants may be in business for themselves but that doesn’t mean they have to be in ybusiness by themselves.

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(A k th l t b i t h l j i R(Ask the class to brainstorm why people join Rena Ware. Write answers on the board.)

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There are many reasons why people join Rena WareThere are many reasons why people join Rena Ware.

Typically people are missing at least one or more of seven elements in their lives. The RW516 Recruiting Brochure and RW92 Recruiting Leaving Piece areBrochure and RW92 Recruiting Leaving Piece are designed to touch upon them all. These elements, when missing, become an unfulfilled need or desire for which people are seeking a solution:

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Take out your RW92 and RW516. As I list each element, look for it in the brochure and the leaving piece. g pAffiliation (with a company that makes them proud)Recognition (for work well done)Extra earnings (for the things they need and want)Sense of Achievement from succeeding and helping others)Control (of their time and destiny)Unlimited Opportunity (to earn and create the future of their dreams)Excitement (that comes from trips, awards, prizes )Some of these elements may be immediate, critical needs; things that are a necessity for the Consultant. Extra money, for example, may be crucial to make a house payment or pay for medical care. Others, such as trips, rewards, prizes and unlimited opportunity may be desires or dreams of the future. Either way, your Consultants joined because they saw a glimpse of something that was possible in their future, a vision of fulfilling something they want but are missing. They have a desire or a dream that may be fulfilled by any one or a combination of these b fi Wh h ll NEED i f h h h hbenefits. What they really NEED is for you to show them how they can make their wants and desires a reality. Training and developing their skills is HOW their desires (and yours) will be fulfilled.

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Using a systematic approach is key to making theUsing a systematic approach is key to making the development of your Consultants duplicable. These are the steps to take:

1 Identify your Consultants’ dreams1. Identify your Consultants dreams2. Set up and promote consistent training3. Focus on recruiting and sales4. Understand and use motivation5 Follow up5. Follow‐up

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As we have already learned, most new Consultants joinedAs we have already learned, most new Consultants joined Rena Ware because they needed extra income but there are many other things Consultants want from their Rena Ware business besides money. Your Consultants have dreams and desires that they hope to fulfill through Rena Ware. Answer the following questions to see how well you are currentlytuned into what your Consultants want. (Ask the question and have the class give the answer)1. You should always make it a practice to find out what

your Consultants really desire?your Consultants really desire?

Answer: True ‐ You must know what your consultants want or you will not be able to show them how to make their dream a reality.y

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2 Talk with your Consultants about: What they want2. Talk with your Consultants about: What they want from their Rena Ware business ‐ You should always talk with your Consultants about what they want from their Rena Ware business. Encourage them to be specific and detailed If they want more money askspecific and detailed. If they want more money, ask what for and how much?

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3 If your Consultants want to earn extra income you3. If your Consultants want to earn extra income, you should always ask what they want to do with the money?True ‐ Ask them what they want to do with the money so you can create a vision of them getting whatever itso you can create a vision of them getting whatever it is that they really want.

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4 If your Consultants want to buy something you4. If your Consultants want to buy something, you should never ask how much money they will need as that is personal.False: If they tell you they want to buy something such as a new car ask how much money they willsuch as a new car, ask how much money they will need. Then you can show them how to get that amount of money.

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(Ask the class why they think it is important to write(Ask the class why they think it is important to write the dream down.)

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The next step is to break the dream into manageableThe next step is to break the dream into manageable pieces or goals.

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(Ask for a volunteer to read the story which is on the(Ask for a volunteer to read the story which is on the next page in their guide.)

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(Ask the class what is the significance of this story ) :(Ask the class what is the significance of this story ) :Big dreams may seem impossible to achieve but they can be accomplished one manageable bit at a time. The next thing you must learn is how to help your Consultants break their dreams down intoConsultants break their dreams down into manageable pieces. Start with the whole dream and work backwards.

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How do we set manageable goals? Use the RW456How do we set manageable goals? Use the RW456 Personal Goal Planner. Look at the Goal Planner in your guide as we talk about each section.

The RW456 Personal Goal Planner helps you set goalsThe RW456 Personal Goal Planner helps you set goals that are:

•Smart•Measurable•Attainable•Attainable•Realistic•Time‐based

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So let’s look at each section of the RW456 GoalSo let s look at each section of the RW456 Goal Planner. The top half of page 1 of the Goal Planner asks for three personal goals and then for professional goals.

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You will notice that it always asks for a date by whichYou will notice that it always asks for a date by which you want to achieve these goals. Why is this important?

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Your Personal Trainers say: Goals that do not have aYour Personal Trainers say: Goals that do not have a target date for achievement are not goals…they are just passing wishes!

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The bottom half of page 1 asks for other informationThe bottom half of page 1 asks for other information such as the contest you want to achieve. Notice there is a line to write down how much you will earn when you achieve this goal. Why is this important?

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Your Personal Trainers say: Quantifying goalsYour Personal Trainers say: Quantifying goals, especially with earnings creates a vision that will help keep you on track!

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On the top of side two you have room to write salesOn the top of side two you have room to write sales results. Again notice the column for actual earnings. Writing these results helps us see the progress we’ve made.

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On the bottom of side two you have room to writeOn the bottom of side two, you have room to write results from your recruiting efforts and from teaching others.

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Why is it important to check off these actions for eachWhy is it important to check off these actions for each recruit?

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Your Personal Trainers say: It is crucial that your newYour Personal Trainers say: It is crucial that your new Consultants take these four steps as soon as possible. Keep track of where they are in their learning curve!

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And at the bottom you see a place to recordAnd at the bottom, you see a place to record promotions from your group. This is the result of teaching others.Why is teaching others and having promotions important?important?

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Your Personal Trainers say: Selling is great recruiting isYour Personal Trainers say: Selling is great, recruiting is even better…But teaching others and promoting out Qualified Groups is how you grow your business and income exponentially!

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Class exercise: Have attendees count off ‐ 1, 2,3,4 …1,2,3,4. Then ask the numbers to group together (all #1’s all #2’s etc )numbers to group together (all #1 s, all #2 s etc.) The objective is to learn how to break goals into manageable piecesRead this scenario to the class: Your Consultant’s dream is to buy a new car. The car will cost __________ (Tell the class the amount needed) How would you break it down into bite‐size goals?• Give them 10 minutes to break the goal down. Ask each group to select a

h h h d id d b k d h lpresenter to share the way the team decided to break down the goal. For example, they could break it down like this: •How much money is needed to buy the car?•How many sales presentations need to be done to earn that amount of money? •Taking cancellations and postponements into account, how many sales presentations will your Consultant have to book to have the needed number of p ysales presentations? •Since not everyone will schedule an appointment, how many people will the Consultant have to talk with to schedule that many presentations? •How many calls will need to be made to actually talk with that many people? Broken down this way, the Consultant might end up with a daily goal such as to call 10 people a day and then the Consultant focuses on doing that verycall 10 people a day and then the Consultant focuses on doing that very attainable daily goal rather than focusing on how he or she will reach the total dream.

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(Ask the class why they think consistency is the key to(Ask the class why they think consistency is the key to training. Write answers on the board.)

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Be sure to include the points on the slide if they are not brought up by the attendees:•Is easier to communicate and implement. For example, if you have Basic Training every Tuesday from 9:00 am to 1:00 pm, everyone quickly learns that this is when they will come to the training and when they will tell those they recruit toto the training and when they will tell those they recruit to come.•Eliminates confusion. When the time and day of the week constantly change, people get confused and come at the wrong time or on the wrong day. •Demonstrates a commitment to training and sends a message that consistent training for everyone is important at Rena Ware.•Is comforting to your Consultants and potential leaders. P l h diffi lt h dli t t hPeople have difficulty handling constant change.•Is easy to duplicate

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Ask the class what answer they think is the mostAsk the class what answer they think is the most correct. (Right answer: For You and Your Consultants)

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(Review the training schedule and suggest the days to(Review the training schedule and suggest the days to hold each training.)

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As a Leader you have the flexibility to set your ownAs a Leader, you have the flexibility to set your own training schedule based on what works best for you and your consultants. However, we recommend something such as: Basic Training every Tuesday, One Sunny Afternoon – 1 2 3 1 Compensation Plan TrainingSunny Afternoon – 1,2,3,1 Compensation Plan Training every Wednesday and a Skills Training (Appointments and Referrals, Displays and Closing, Product Training, or Recruiting for Success) be held every Thursday.

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Your Personal trainers say: Establish your trainingYour Personal trainers say: Establish your training schedule and stick to it even if just one person is available to come.And: Keeping a consistent schedule sends a message that ongoing training is an important element of athat ongoing training is an important element of a Rena Ware business.

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Ask the class: How can you use a consistent trainingAsk the class: How can you use a consistent training schedule as a closing tool for recruiting?

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Ask the class (The answer of course is FALSE)Ask the class (The answer, of course, is FALSE)

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Ask the class (TRUE)Ask the class (TRUE)

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Ask the class (FALSE)Ask the class (FALSE)

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Ask the class (TRUE they will retain much more)Ask the class (TRUE…they will retain much more)

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The next important step is to focus on both sales ANDThe next important step is to focus on both sales AND recruiting.

(Ask the class why they think this is)

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(Read the story to the class or ask a volunteer to(Read the story to the class or ask a volunteer to read it)

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(Continue reading)(Continue reading)

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(Ask the class)(Ask the class)

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If you use just the right oar to power the boat yourIf you use just the right oar to power the boat, your boat starts to turn to the left (or if you use the left oar only, the boat will go to the right) and as you continue to use the oar on the one side only, you begin to go in circles Going around in circles on the water may becircles. Going around in circles on the water may be all right if you are just out having some fun, but if you have a destination in mind, this won’t work.

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Selling and recruiting are like the oars on this boat IfSelling and recruiting are like the oars on this boat. If your destination is more than a boat length away, you won’t be able to get there by using just one oar or the other. Both must be used.

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So your training and development of new ConsultantsSo your training and development of new Consultants should focus on both recruiting and sales and the activities supporting these two functions. This focus is beneficial to you as well as to them. New Consultants usually have a need to make immediate money andusually have a need to make immediate money and they can do that with their personal sales but in the long run, it is not beneficial to them or to you to let new people focus on just sales.

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Get new Consultants focused on recruiting as well asGet new Consultants focused on recruiting as well as selling from the day they start.

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After all they are excited about their new businessAfter all, they are excited about their new business and that excitement is contagious. This is truly a great time for them to talk with their friends about joining their team and sharing in the excitement.

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One of the most important learning points as youOne of the most important learning points, as you work on your ability to successfully develop the people you recruit, is to understand that developing your Consultants does not have to take away from the time you devote to your personal businessyou devote to your personal business.

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Emerging leaders sometimes think that the trainingEmerging leaders sometimes think that the training and development of new Consultants has to be done separately from their normal business activities. This is not the case. In fact, providing on‐the‐job training by taking Consultants with you as you bookby taking Consultants with you as you book appointments and do sales and recruiting presentations is one of the best development techniques you can use. Seeing the real life application of the concepts Consultants learn in theapplication of the concepts Consultants learn in the training seminars will strengthen their understanding. They learn while you earn!

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Another important step is to encourage immediateAnother important step is to encourage immediate duplication.

(Ask the class) Why do you think you should encourage immediate duplication?encourage immediate duplication?

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Immediate duplication solidifies learningImmediate duplication solidifies learning.

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We’ve been talking about the steps to take in theWe ve been talking about the steps to take in the development of your Consultants and we’ve just discussed why we should encourage immediate duplication. They will not take any action, however, until they feel motivated to do sountil they feel motivated to do so.

Let’s talk about motivation. What do you think motivation is?

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Here is an interesting story to help us discover whatHere is an interesting story to help us discover what motivation really is.

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Lets talk about the principles of motivationLets talk about the principles of motivation.

1. Motivation is a personal choice: You can inspire people and provide the match the enables them to light the fire within but it is still up to them to fuellight the fire within…but it is still up to them to fuel that fire to keep it going.

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2. Productive motivation requires a significant reason:2. Productive motivation requires a significant reason: People always have motivation to do something. The question is, what are they motivated to do? If a person decides to stay in bed all day and read a book, it is not because that person is not motivated. The person stays in bed because that is what he or she is motivated to do. What is needed is a stronger reason for them to change what they are currently doing and do something else…something that is significant to them. People WILL change if they can see that by doing something different they will fulfill a missingthat by doing something different, they will fulfill a missing need towards the completion of their desires, goals or purpose. In other words, in order to make a real change they must make a decision based on personal choice and significant motive.g

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Motivation works best if it is based on faith rather than fear. People can be motivated by threats and intimidation for a short while but motivation based on fear is stressful weakens the individual and makesfear is stressful, weakens the individual and makes them react instead of reason. On the other hand, motivation based on the belief that you can achieve something makes the accomplishment significant.

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Motivation is influenced by expectations People tendMotivation is influenced by expectations. People tend to live based on what others expect from them. People want to please. When those around us have high expectations of us, our natural tendency is to try to live up to those expectations When you increaseto live up to those expectations. When you increase your expectations of your Consultants and leaders, they will create greater expectations of themselves.

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Motivation is inspired by a higher purpose Having aMotivation is inspired by a higher purpose. Having a clear idea of what type of contribution we want to make with our lives helps us stay focused even in the most difficult times. When we believe we have a mission in life that mission becomes our driving forcemission in life, that mission becomes our driving force.

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Ultimately everything of value to a person ties intoUltimately, everything of value to a person ties into their purpose, consciously or subconsciously, in some way but as people pursue their purpose, there are basic needs and desires that also need to be fulfilled. There are physical needs such as food water shelterThere are physical needs such as food, water, shelter, safety and comfort. There are also emotional needs such as love, companionship, dignity.

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On top of these basic needs are higher levelOn top of these basic needs are higher level motivational drivers which, although often referred to as “needs” are really “desires”. Understanding the difference between the “needs” of your Consultants and their “desires” will enable you to help them findand their desires will enable you to help them find their motivation. People may need to do a lot of things. A person may need to go on a diet, for example, but if he or she doesn’t have any real desire to lose weight he or she will not do it You mustto lose weight, he or she will not do it. You must indentify what people desire as well as what they need. Desires can drive people even more than needs. Find out what drives your Consultants and use that to motivate themmotivate them.

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There are three words flashing on and off the screenThere are three words flashing on and off the screen. Place each word in one of the boxes at the apex of the triangle. Do this quickly and try not to over‐think the exercise. You have 30 seconds.

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(When all the class is done (after no more than 30(When all the class is done (after no more than 30 seconds), tell them what the placement means.)

•The word on top is most powerful driver for them•The word on lower right is next most powerful driver•The word on lower right is next most powerful driver•The word on lower left is their 3rd most powerful driverNote: If they are left‐handed the placement may rotate around the triangle in the opposite directionrotate around the triangle in the opposite direction, i.e.. top – lower left – lower right

(Ask if they feel the placement is correct for them and discuss )and discuss.)

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This game is accurate 80‐90% of the time Accuracy isThis game is accurate 80 90% of the time. Accuracy is not the point, however. The real point is to get people thinking about what really drives them!

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You have laid the ground work you have set up aYou have laid the ground work…you have set up a training schedule and sold the benefits of attending training, especially Basic Training and they attended. In addition, you have focused your training on both selling and recruiting and used your knowledge ofselling and recruiting and used your knowledge of motivation to inspire your Consultants. Now it is time to follow‐up this training with field experience.

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Just because you have given your Consultants greatJust because you have given your Consultants great training and direction doesn’t mean they are ready to go off entirely on their own. It is always wise to do follow‐up with your Consultants to be sure they are on track Plan on spending a little time observing yourtrack. Plan on spending a little time observing your Consultants doing the activities you have taught them. Sometimes this will mean you will need to go with them to a sales or recruiting presentation but that doesn’t always have to be the case If your schedule isdoesn t always have to be the case. If your schedule is full, take your Consultant with you and let him or her do part of the presentation for you. Then use what you observed to coach the Consultant as well as provide praise for things well doneprovide praise for things well done.

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Field review and follow‐up with your experiencedField review and follow up, with your experienced Consultants as well as new people, is always a wise investment of your time. Life is often like a balancing act. Knowing that someone is there to support us instills confidenceinstills confidence.

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You have already made the decision to recruit andYou have already made the decision to recruit and grow your team. Now you must develop the people you recruited by passing on a vision of what is possible if they, too, choose to recruit and build teams of their own Your goal is to develop your Consultants intoown. Your goal is to develop your Consultants into Team Builders.

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First you must create a vision of becoming a TeamFirst you must create a vision of becoming a Team Builder for them. They must see a picture of it. Describe the benefits they will receive when they have a Qualified Group.

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(Ask the class to call out the benefits that Team(Ask the class to call out the benefits that Team Builders receive. Write the benefits on the board.)

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(The next slide is an example of this)(The next slide is an example of this)

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(Ask someone to read the example and then follow(Ask someone to read the example and then follow with a class discussion.)

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You and your Consultants recruit people and workYou and your Consultants recruit people and work very hard to help them succeed and yet some of these new people never get their business off the ground. Some new recruits will never do anything with their business and will quitbusiness and will quit.

Potential Team Builders and leaders are sometimes inclined to blame themselves for this. They say to themselves “If only I had called him or her morethemselves. If only I had called him or her more often,” or “If only I had done a better job of training.”

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Consultants are so excited when they bring in theirConsultants are so excited when they bring in their first recruit or two and see their teams begin to grow. They can become disillusioned, however, if they expect greater results from their new Consultants than are realisticare realistic. Use the Numbers Game to help your Consultants and emerging leaders avoid the negative energy of self‐blame. The Numbers Game gives them realistic expectationsexpectations.The Numbers Game, simply put, says this: If you look at all direct selling companies and all their Consultants and sales associates, you will find a bell curve of distribution (Go to next slide)distribution….(Go to next slide)

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16% will be self‐motivated. They know what they want and they will do what ever it takes to get it…with or without you.

16% can be motivated. You cannot really motivate someone else, but you can inspire them to motivate themselves by finding a missing desire…or creating one. This group is usually excited by recognition andone. This group is usually excited by recognition and rewards. They have a missing need that is readily identifiable.

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36% are content What ever they wanted when they36% are content. What ever they wanted when they joined Rena Ware, they got. Maybe it was to say they had their own business. Maybe it was to tell their friends they were affiliated with a great cookware company Maybe it was to make a few extra dollarscompany. Maybe it was to make a few extra dollars each month. What ever they wanted, they have found and because they have fulfilled their missing desire, they are content. As a result, it will be very hard to move them to higher levels of production The onlymove them to higher levels of production. The only way to move this group to higher performance is to create a new missing desire. It can be done…but it is difficult as each person’s desire could be different.

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•16% are on their way out at any given time They16% are on their way out at any given time. They have decided this business isn’t for them or they are going back to full time employment or they just don’t want to do it.

•16% are right behind those who are on their way out. Something in their life situation has changed. They are losing interest; they are thinking they should look into something else etclook into something else, etc.

•Since 32% are either on their way out or right behind those who are at any given time, approximately 1/3 of those you recruit will never sellthose you recruit will never sell.

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1‐3% will be superstars working towards leadership1 3% will be superstars working towards leadership.

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10% will be strong consistent performers10% will be strong, consistent performers.

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Now that we know the industry numbers let’s look atNow that we know the industry numbers, let s look at some numbers that seem to hold true at Rena Ware. Knowing these numbers will help you and your potential Team Builders plan your business.

• On average you need to talk to 10 people to recruit 1 new Consultant.

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1 out of every 2 people joining will become a Qualified1 out of every 2 people joining will become a Qualified recruit.

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•10 Qualified recruits generally enable a Consultant to10 Qualified recruits generally enable a Consultant to become a Team Builder.

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And we have the Success Formula: 1+2= ExplosiveAnd we have the Success Formula: 1+2= Explosive Growth

What does this mean? It says that if you focus on recruiting just one new Consultant per week andrecruiting just one new Consultant per week and motivate your team to recruit just two new Consultants per week, your organization will experience incredible growth.

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Let’s put it all togetherLet s put it all together…

•Can you talk to just ten people a week to get one new recruit? Of course you can!

•Can your team talk to 20 people per week to get two new recruits? Absolutely!

•And the more people you have on your team the•And the more people you have on your team, the easier it will be to achieve.

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So simply focus on 1+2 How simple is that?!So simply focus on 1+2. How simple is that?!

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We know from the Numbers Game that people areWe know from the Numbers Game that people are going to leave. • Things will change in their lives • They will run into personal problems • They will move• They will move• They will lose interest in one thing and find a new focus in something else • Some people will leave because they never got their business startedbusiness started.

Teach your potential Team Builders that they cannot blame themselves for this turnover. Nor can they let it discourage them.

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There will always be turnover It cannot be totallyThere will always be turnover. It cannot be totally eliminated, but it can be minimized. You and the people you are developing can achieve better results than the Numbers Game average statistics by remembering two key points:remembering two key points:

1. People who feel successful are much less likely to leave than people who don’t feel successful.

2 Training leads to successful outcomes2. Training leads to successful outcomes.

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That brings us back to the importance of BasicThat brings us back to the importance of Basic Training. As part of developing your Consultants and potential Team Builders, teach them that if they strongly encourage their new recruits to attend the Basic Training at least three times their recruits willBasic Training at least three times, their recruits will get off to a better start and experience small successes early on. Once their recruits start having small moments of feeling successful, they will be driven to continue towards larger successes and every step willcontinue towards larger successes and every step will be a positive reinforcement that strengthens their bond with their recruiter, their leader, and with Rena Ware.

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Group Exercise: Ask the class to close their guidesGroup Exercise: Ask the class to close their guides and have class count off: A, B, C, D…A, B, C, D…etc. Now have all the A’s group together. Do the same with the B’s, C’s and D’s.

Give them 5 minutes to brainstorm all the benefits of going to the Basic Training.

Have each team select one person to report to theHave each team select one person to report to the class.Then review the points listed in the next two slides.

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You and those you are developing have so much toYou and those you are developing have so much to gain by promoting Basic Training and having their Consultants attend. Just think about all they learn there:

Th l b t R W it• They learn about Rena Ware as a company, its history and philosophy. This encourages affiliation and ultimately leads to retention.

• They learn about the business basics, how to use the Circle of Influence, book appointments and get referrals. This gets them off to a stronger start and a stronger start for them means more income for you!

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• They learn how to do a successful presentation; how y p ;to pave the way, show the products and close. This means greater success for them which means greater success for you.• They learn how to recruit which means they have a y ybright future with Rena Ware and you have sustained growth.

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• They learn about the Business Builder ProgramThey learn about the Business Builder Program which shows them the path to unlimited success and that means that you have more potential than ever before.• They learn about Rena Ware University and are• They learn about Rena Ware University and are encouraged to attend and that supports all of your development efforts.

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• Basic Training provides Consultants with all the basicBasic Training provides Consultants with all the basic tools needed for success and makes Consultants more independent. That means they won’t need to constantly call their recruiter (or you). • At Basic Training Consultants learn proven methods• At Basic Training, Consultants learn proven methods from successful recruiters.

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Your Personal Trainer says: Another reason to reallyYour Personal Trainer says: Another reason to really promote Basic Training is to increase team recruiting. Because Basic Training has a strong focus on recruiting, the Consultants who go through it at least three times will be more likely to reach out to othersthree times will be more likely to reach out to others with the Opportunity. When that happens, Consultants will start automatically promoting to Team Builders and the same will happen with those they recruitrecruit.

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What if everyone on your team was just like you? IfWhat if everyone on your team was just like you? If everyone was just as driven and dedicated as you are, your team would be unstoppable!

How do you develop mirror image versions of yourselfHow do you develop mirror image versions of yourself, not in the way people look but in the way they approach their business?

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It starts with creating a vision for your ConsultantsIt starts with creating a vision for your Consultants that it is possible for them to get where you are if they duplicate what you do and this is further duplicated when you teach them to create a vision for their own ConsultantsConsultants.

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Sometimes when we talk about creating a vision itSometimes when we talk about creating a vision, it sounds almost like a mystical experience…

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But in reality creating a vision for others comes downBut in reality, creating a vision for others comes down to three easy steps.

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Ask a volunteer to read the story which is on the nextAsk a volunteer to read the story which is on the next page of their Participant Guide.

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You are somewhere between where they currently areYou are somewhere between where they currently are and where they want to be. You don’t have to be on top of the mountain yet to share with them how glorious the view is going to be when you both get there And you don’t have to have already climbedthere. And you don t have to have already climbed the mountain to lead them to the top. All you must do is be a step ahead of them and help them to make that step. Then go up another step and have them duplicate you again Even when you are at the top ofduplicate you again. Even when you are at the top of the mountain, you can still show others the way one step at a time when everything you do is duplicable.

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When you want people to become a version of yourself, youWhen you want people to become a version of yourself, you must provide an image for them to copy. In other words, you must be the role model they can duplicate.

Your goal is that every version is just a little better than the one before it. Think about the first computers. When computers first came out, they were huge and had to be housed in a special climate‐controlled room by themselves. Then people began to duplicate the first computer but they added new ideas and made it just a little bit better and aadded new ideas and made it just a little bit better and a little bit smaller than the original. Then they did that again and again. Today there are more powerful computers than that original computer that are so small they can be held in your hand. y

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Once you set yourself up as the Role Model makeOnce you set yourself up as the Role Model, make sure to do the things you want them to do. There is no more…

“Do as I say not as I do ” Now it is “Do as I do!”Do as I say, not as I do. Now it is Do as I do!

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Now let’s talk about Team Spirit We have learned thatNow let s talk about Team Spirit. We have learned that affiliation is a powerful driver. The desire for affiliation is fed by team spirit and for this reason, it is beneficial to build as much team spirit as you can. What is team spirit?spirit?

Building team spirit is part of the duplication process. Just as you build team spirit with your team, your team members will follow what you did and buildteam members will follow what you did and build team spirit with their own teams.

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Let’s talk about 5 ways to create team spirit:1 C t E th i B ildi ff ti t i it i l d1. Create Enthusiasm: Building effective team spirit requires leaders to be excited, and even passionate, about what they do on a daily basis. If the leader is energetic and enthusiastic, then the team will also want to be a part of that excitement. So, be excited. Have people share their successes…small and large…at your meetings and if d l h b i Si h i iif you do newsletters, have a bragging corner. Sing their praises. Shout “Yes!” or “Excellent!” when they share good news. Smile at people and they will smile back. Enthusiasm is contagious.

2. Role Model Team Spirit: You role model team spirit when you demonstrate your excitement and enthusiasm. You also role model team spirit by the words you choose and they way you relate to those on your team. Talk in terms of “we” versus “I” and “our” versus “my”. Be willing to delegate responsibility so that people can be involved. Delegation is one of the hardest and yet most crucial aspects of leadership. You know you can do “it” better but if you cannot let others be involved, you don’t have a team.

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3. Create a Team Atmosphere: Always drive affiliation with Rena Ware and the pride of being associated with Rena Ware, but also h t t l t h t thi th t thave a team name, team logo, team chant…anything that sets your team apart and allows people to affiliate with your team in particular.4. Set Team Goals and Recognize Team Success: Create a vision of what you see for the team and set a goal. Once that goal is set, keep

d d h l d lyour team updated on the progress. Many leaders are reluctant to ask their teams to work towards a goal where the leader receives the reward. If you feel this way…get over it! Position the reward as a team achievement. For example: A Leader is striving to achieve the Top GPV‐Leader Level National Award. That leader will receive a prize and all the accolades and recognition that goes with it. Does that mean the team has nothing to gain? No! Always remember that the individual team members can realize a great sense of pride and achievement when their team is an award winning organization. The prize that YOU, as their leader, receive is secondary…it’s about the pride in being part of a winning team. That’s the real prize. Let people feel the pride of being part of the success.

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5 Involve Team Members When you create the5. Involve Team Members. When you create the vision and start identifying the team goals, get your team members involved. Most of the time, they will set higher goals for themselves than you would set for them and when they are involved they takethem and when they are involved, they take responsibility. A winning team is one that works together with you, not for you.

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So let’s review what we have covered todaySo let s review what we have covered today.

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Are there any questions about any of these topics?Are there any questions about any of these topics?

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Now let’s use what we have learned to create yourNow let s use what we have learned to create your Consultant Development Plan.

(Developing the plan requires a lot of thought. You will have to lead them through the exercise We havewill have to lead them through the exercise. We have given you some thought starters for each category.

After reviewing each section and having the class brainstorm the ideas have attendees fill out thatbrainstorm the ideas, have attendees fill out that section of their plan before going on to the next section. At the end of the exercise, everyone should have a completed Development Plan.)

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(Ask the class to brainstorm what steps they could take to(Ask the class to brainstorm what steps they could take to identify their Consultants’ dreams. Here are some of the many things they can do):• Meet with Consultants and ask what they what from their Rena Ware Business

• Have Consultants fill out the RW456 Goal Planner• Have Consultants close their eyes and tell where they see themselves in one year, 3 years, 5 years.

• Ask Consultants to list three material things they want or need i e new car new home vacation new furnitureneed. i.e. new car, new home, vacation, new furniture, something for their children, etc. Then ask them how much that will cost.

• Ask a probing questions such as: If you could wish for one thing for you next birthday what would it be?g y y

(Have them fill out this section of their plan)

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(Ask the class to list a couple of things they can do to set and promote a Consistent Training Schedule. There areand promote a Consistent Training Schedule. There are many things they can do: Here are a few of them):• Establish a training schedule and write it down• Notify the team about the training schedule• Post the training schedule in the office• Send out reminders via email two days before each• Send out reminders via email two days before each training• Send out a monthly newsletter with the training schedule• Invite Consultants to participate in the training.• Tell new personal recruits about the training schedule and give them a copy of the schedulegive them a copy of the schedule

• Make a welcome call to new Consultants recruited by my team and tell them about the training schedule

• Hold the class even if there is just one person• Etc.(H th l fill t thi ti )(Have the class fill out this section)

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(Ask the class to identify some things they can do to focus on both sales and recruiting Here are some thoughts):on both sales and recruiting Here are some thoughts):• Talk about the importance of recruiting as well as sales from day 1 with the new Consultant• Ask new Consultants who their best friend is and do a three ‐ way call with the new Consultant and the best friend• Invite the Consultant to observe you doing a recruiting call as well as a sales call• Help the new Consultant fill out the RW 456 Goal Planner and set a recruiting goal• Suggest to the new Consultant that he or she gives their friend a recruiting video to watch• Help new Consultants identify their dreams and show how these dreams are possible through recruiting and building a team• Etc.(Have them fill out this section)

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(Ask the class to list two or three people they want to work with and where they will take them Forwork with and where they will take them. For example):• I will take Jenny with me to observe my sales call on Friday• I will take Albert to my recruiting appointment next• I will take Albert to my recruiting appointment next Monday

• I will take Katy and Juan with me to the shopping center to pass our recruiting flyers on Saturday• I will invite Eduardo and Lisa to my office to listen as• I will invite Eduardo and Lisa to my office to listen as I make calls to set up appointments.• I will ask Jalisa and Thomas to observe my Basic Training class on Tuesday(Have them fill out tow or three things they will do )(Have them fill out tow or three things they will do.)

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(Ask the class to brainstorm ideas on how to use what they(Ask the class to brainstorm ideas on how to use what they have learned about motivation. Here are some of the many possibilities):• Meet with my Consultants and play the Motivation Game to identify what drives each of them• I will write down the key driver for each Consultant in a file and use that when talking with each of my Consultants• Talk about the Company incentives and how they fulfill the Consultant’s need for (whatever their key driver is)• I will create special opportunities for my Consultants to be• I will create special opportunities for my Consultants to be fulfilled by their key driver.

oFor example, if my Consultant’s key driver is POWER, I will give them something they can control at the next meeting or training such as refreshments and then g grecognize them publicly for the great job they did.

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(Ask the class to write down some ideas on how they can(Ask the class to write down some ideas on how they can use follow‐up to work with their Consultants. Here are some of the many possibilities):• I will set up a weekly follow‐up call with each Consultant to see how their week went, did they achieve their goals, did they take the actions steps they committed to, what were their results, etc.• I will call my Consultants after their first sales/recruiting appointment• I will contact my Consultants after each seminar they• I will contact my Consultants after each seminar they attend , ask what they learned, and what they plan to do with what they learned• I will follow up with each Consultant after they have gone with me to observe an activity, ask what they learned and y, ywhat they will do with that new information

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(Ask the class to brainstorm ideas on how they can(Ask the class to brainstorm ideas on how they can create a vision. For example):

• Identify what the Consultant wants and then get him or her to visualize in detail what it will be like h h h i thwhen he or she is there

• Describe in detail what it was like when you or someone you know was there

• Have Consultants create a “Dream Book” . HaveHave Consultants create a Dream Book . Have them cut out pictures of what they want and create a “photo album” of their dreams

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(Ask the class to brainstorm ideas on how they can use the(Ask the class to brainstorm ideas on how they can use the Numbers Game to develop new Team Builders. Here are some thoughts):•Use the Numbers Game and Rena Ware Numbers to set realistic goals so that aspiring Team Builders don’t become discouraged and give up•Use the Numbers Game and Rena Ware Numbers as milestones for achievement and recognize Consultants for these activities. For example:

o Recognize a Consultant when he or she talks witho Recognize a Consultant when he or she talks with 10 people in a week about the Opportunity

o Recognize a Team Builder in any week when he or she personally recruits one new Consultant in the week and his or her team recruits two additional Consultants in that week.

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(Ask the class to brainstorm ways to improve(Ask the class to brainstorm ways to improve retention and reduce turnover. Should include the following):• Identify my Consultants’ purpose and dreams• Create a vision of how Rena Ware can fulfill that• Create a vision of how Rena Ware can fulfill that purpose and those dreams• Set up and maintain a consistent Training Schedule• Use motivation and recognition to help Consultant’s feel successfulfeel successful

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(Ask the class to brainstorm ways to duplicate(Ask the class to brainstorm ways to duplicate themselves. This might include ideas such as):

• Creating a vision that if they do what I do, they can be where I am (or where I am headed)be where I am (or where I am headed)

• Taking Consultants with me to watch what I do

• Role modeling the actions I want them to take• Role modeling the actions I want them to take

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(Ask the class to brain storm the ways in which they(Ask the class to brain storm the ways in which they can create team spirit. This should include the ideas from the 5 Ways to Create Team Spirit on slides 114‐116.)

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(Now that the attendees have created their plan it is(Now that the attendees have created their plan, it is time to close the seminar with a call to action):

You have the vision and now you have the key, the plan to make that vision a reality Now it is up to youplan to make that vision a reality. Now it is up to you to go out and to make it happen!

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APPENDIX A:

The Story of the Ant and the Inch Worm There once was an ant and an inch worm. They lived in the plains at the foot of a beautiful mountain and were very happy until a drought come. The plain became hot, dry and barren.

The ant and the inch worm knew they had to find a place with water if they were to survive but they had never been anywhere except the plain.

One day a bird, who was flying towards the mountain, landed in the plain for a quick rest and as he was getting ready to resume his flight, he overheard the ant and the inch worm talking about finding a new home near water. The bird said, “Beyond the mountain there is a beautiful valley that is green and lush and has a stream running through it. That’s where I am headed.” And off he flew. “We should go there too,” said the inch worm and he started walking towards the mountain. Now inch worms walk by stretching their inch-long bodies up and then forward until their body is straight and their front feet reach the ground. Then they walk their back legs up to their front legs until they are almost doubled up. When their back legs reach their front legs, they stretch up and out again and again walk their back legs forward and so on until the destination is reached. And that’s what the inch worm started doing. The ant watched the inch worm and lamented, “It’s too far. How will we ever get there?” The inch worm replied as he stretched out another inch and then walked his back legs up, “We’ll get there one inch at a time!” What is the significance of this story? ____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

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APPENDIX B: Personal Goal Planner (RW456)

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APPENDIX B: Personal Goal Planner (page 2)

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APPENDIX C:

The Motivation Triangle

My motivational drivers in order of importance are: 1.____________________________

2. ____________________________

3. ____________________________

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Motivational Drivers: The Motivational Triangle Game

Once people have met their minimum requirements for food, shelter and security, then the higher level drivers take over. These drivers are POWER, AFFILIATION and RECOGNITION. Almost all people are driven by these drivers and usually by one more than the others, although they often don’t realize it. Once you know what your Consultants’ motivational drivers are, you can position business goals in a way that creates a burning desire in your Consultants to achieve them. Use the Motivational Triangle Game as an exercise to determine your Consultant’s motivational drivers. The Objective: The objective of doing this exercise is to help Consultants identify their motivational drivers and teach them a method to identify what drives the people they recruit. Conducting the exercise: Write the words POWER, AFFILIATION, RECOGNITION on three small strips of paper and place them in an envelope. You do this so as to not have the words in any particular order that might influence the person’s positioning of the words. Then use the Motivation Triangle:

The Motivation Triangle This triangle has a box at each point. Ask your team members to empty the envelope contents on their table and read the three words. Instruct them to put each of the three words into a box. Give the attendees one minute to place the words. Don’t let them over‐think where they put the words. You want their first reaction.

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Tell the participants that the word they put at the top is usually their strongest driver. If they are right handed, then word at the lower right point is their second strongest driver and the word at the lower left box is their weakest driver. If they are left handed, the order goes counterclockwise. The word at the top is their highest, the word in the left lower box is the next and the word in the right lower box is their least powerful driver. Ask for volunteers to share how they placed the words and then ask the participants if they believe that the placement of these words is correct. If not, what do they think is the most powerful of these drivers for them?

Trainer’s Tip: While the Motivational Triangle has been found to be correct about 80-90% of the time, the correctness of the Motivational Triangle is not the point. The point of this exercise is to have the participants think about what really drives them. They will have to decide, “Yes, this is what drives me the

most,” or “No, I am more driven by…” The result is that both you and they will know which of these three drivers is the most powerful for them. Have the class attendees then list the words in order of its strength as a driver for them. What does this information tell us and how do we use it? RECOGNITION If the top word is RECOGNITION, then you know this person desires recognition and will be driven by things that result in recognition. So when you work with him or her to set goals, always talk about the recognition they will get when they achieve those goals. This person is one who may need to have additional incentives as well as those offered by the company. These incentives do not have to be material prizes, however. This person is driven by the recognition aspect and by public recognition in particular, rather than by the actual prize itself. The actual prize is much less important than the presentation of the prize. Newsletters where the person’s name appears, and stand‐up recognition at meetings will drive him or her. You should realize that almost everyone who joins a direct selling company is driven somewhat by recognition, although it may not be their primary driver. As a leader, recognition is one of your most important tools. Recognize people for everything positive they do. Remember that people who feel happy and successful will not leave.

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AFFILIATION If the top word If the top word is AFFILIATION, you will want to provide a means where the person can have a special affiliation because of their accomplishment. People who are driven by affiliation have a real desire to associate themselves with someone or something they perceive to be greater than themselves. Affiliators love to wear team jackets, hats, logo wear…anything that shows them to be affiliated with Rena Ware or with your team, and they love to be a part of exclusive groups. Rena Ware’s Million Dollar Club with the Million Dollar Club Rings is an example of a special group that has a visual affiliation symbol. You can create the same thing in your own organization; maybe it is a Future Leader Council, or a Top Seller or Recruiting Club. Some people may be inspired by having a chance to affiliate with YOU. Maybe the reward is that they have a special breakfast, lunch, dinner or one‐on‐one meeting with you. POWER If the top word is POWER, it means they have a desire to control their surroundings (not necessarily people). Power people can be greatly inspired to perform if they are actively involved in making decisions. Delegate meeting activities to them. Involve them in brainstorming team goals and team incentive programs. Offer them a chance to be a part of these activities when they reach a specified performance level. Once you know the motivational drivers of your consultants, you are in a position to ignite that spark and help them fuel the fire of internal motivation. Desires can also be created based on a person’s drivers. A person may be feeling very content. Then something is offered, such as a piece of jewelry or a trip, that represents recognition, power or affiliation and suddenly they are no longer content because they just have to have this prize or trip or whatever it is. This unfulfilled desire creates discomfort and people always seek a more comfortable position. The fact is that if you look at any Consultant population, on average 36% of those Consultants are content. Whatever need or desire brought them to Rena Ware is being fulfilled. Now we know that we can spur their performance by creating another desire. Creating a desire is not as easy as finding a missing desire…but it can be done.

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APPENDIX D: A Fish, a Frog and a Grasshopper

A fish, a frog and a grasshopper were talking one day at the edge of the stream. The side of the stream where they were was windy and unprotected from the elements but the other side of the stream was filled with trees that broke the wind and provided shade for the grass to grow without being scorched by the sun. They watched as the stream flowed through the stones and rocks. They gazed longingly at the other side. On that side there was another group of fish and frogs feasting on a swarm of gnats and there were other grasshoppers who were jumping through soft blades of green grass that grew all the way to the edge of the stream. As they looked across the stream, the grasshopper said, “I wish I could get to the other side of this stream. It looks so beautiful over there and I want to go there with all my heart.”

The fish, who was priding himself on being able to do things his friends couldn’t do said, “Oh, that’s easy for me.” With that, he swam upstream

and as the current brought him back down, he swam between the rocks so he ended up right on the other side. Because he liked to show-off, he made it look even harder than it was. The grasshopper was in despair. “It’s impossible,” he said. “The fish can do it but I can’t swim and I’ll never make it to the other side. My dream will never become a reality.”

“Don’t be so quick to give up.” said the frog.

Although he could swim, and was pretty sure he could swim to the other side, he did not immediately swim across to join in the fun. Instead he looked at the rocks and stones sticking up in the stream and an idea came to him. He said to the grasshopper, “You CAN go to the other side. Just follow me.” With that he hopped to a small stone a few inches from the edge. Then he hopped to another stone a foot further in and called to the grasshopper. “Jump to the stone I was just on.” The grasshopper knew he could never learn to swim like the fish, but he also knew he was a pretty good jumper. Suddenly he realized that he could duplicate what the frog had done and jump from one stone to the next. And so it was that the grasshopper followed the frog one stepping stone at a time until they both were on the other side.

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APPENDIX E:

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personal development series part 2 - developing...

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