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| Great News about Barefoot Secret Company Renewal 2006/2007 |
| 04.30.06 (7:53 am) [edit] |
As announced on the "No Limits in 2006" DVD in January, and at the Master Coordinators Growth Summit in December, Members who are scheduled for Renewal on June 30, 2006, do not need to pay the usual $19.95 to renew! They may continue enjoying all the benefits of Membership simply by having a cumulative 100 or more PV during the past 12-month Membership year (July 1, 2005 through June 30, 2006). This 100 or more cumulative PV may be achieved via MDO product purchases or PV transfers.Members who qualify for free renewal with the 100 or more cumulative PV will receive a new Membership ID card valid through June 30, 2007 as well as continue to receive company mailings with any special offers and promotions. Those who have not yet accumulated 100 or more PV by the end of April PV month, will receive a communication from Shaklee encouraging them to reach their 100 or more PV total for free renewal. All Members, whether or not they qualify for free renewal with 100 or more cumulative PV will remain in the system, will not be deactivated, and can continue to purchase and enjoy products at their current price tier. They also may continue to sponsor others and, because they remain in their original sponsorship position, their current sponsor will continue to get PV credit for their product purchases from Shaklee. Prior Year Inactive Members and New Members:
Members who did not renew in 2005 are still active in company's system, and will not be deactivated. To continue to receive mailings with special offers and promotions, all they need to do is bring their cumulative PV to 100 or more by June 30, 2006.
Q: What about Members who joined after July 2005 and would not be due for renewal by June 30? Q: My Members purchase product from my inventory. Can their cumulative PV of 100 or more qualify them for free renewal? Q: If I renewed in July 2005, what is my renewal date? Q: Will new Members who sponsor after this renewal period need to renew by July 2007? Q: My Member who has been inactive for several years just purchased an order over 50 PV. Does this qualify her for free renewal? Q: Will everyone need to renew at the same time next year? Q: Where can I find answers to other questions about renewal? |
| Reaching Your Potential |
| 04.24.06 (12:38 pm) [edit] |
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This post was written by: Dr. John C. Maxwell The enemy of great is good. The primary reason so few leaders or organizations ever become great is because they get good and then stop. They stop growing, learning, risking, and changing. They use their track record or prior successes as evidence that they've arrived. Believing their own headlines, the leaders in these successful organizations are ready to write it down, build the manual, and document the formula. This mentality shifts their business from a growth to a maintenance mindset. Neither you nor your business ever "arrives." We never get to the place where there's nothing more to be done and nothing more to be said. In the words of my friend Dave Anderson, "Yesterday's peacock is tomorrow's feather duster." What you strutted yesterday, the next day is just cleaning dust off of shelves. I like to distinguish between a "goal mindset" and a "growth mindset." A person with a "goal mindset" has very tangible, numerical goals to achieve over a specific period of time. Nothing is wrong with clearly defined goals, but there's a better way of thinking that I call a "growth mindset." A growth mindset recognizes goals on the journey, but only as part of a process—not as the end results. When goal-oriented people hit a milestone, they have tendency to settle very quickly, but when growth-minded individuals hit a goal, they blow right on by because they're constantly learning and growing. Success has a brutal side: It can make you arrogant, it can make you complacent, and it can close your mind. To survive the temptations of triumph, we must realize that success is not the point and should never be the ultimate objective of an enterprise. The goal of business is to strive to reach full potential. I define full potential as focusing on seeing how far you can go, how good you can get, and how many people you can bring with you. Reality dictates that you will most likely never reach your full potential, but the journey keeps you humble, hungry, and focused. What you become in the process helps you and your organization make the leap from good to great. Use your success as a stepping stone, not a pedestal. Leaders of successful organizations are tempted to stop working on themselves. They continue to work hard on their job, but they have a tendency to neglect personal growth. They use their experience and track record as a license never to read another book and an excuse never to attend another developmental course in their field. They point to their acclaim and accomplishments and decide to rely on the skills they have learned in the past to run the rest of their career. They develop an arrogance of intelligence that creates a disabling ignorance. This ignorance disables them, their people, and, as a result, their business. Growing people grow people. But when you don't grow, you plateau. It's just a matter of time. Once this happens, you plateau everyone working for you. When I as a leader go flat, my influence with everybody in my organization fizzles and fades. When the leader doesn't grow, the people don't grow. It's the Law of the Lid; a stagnant leader stunts the growth of the organization. Let me give you four benefits of pursuing your potential, even during seasons of success. We have higher self-esteem. People that are constantly learning and growing have a good self-image. We are willing to change and risk. One of the obvious evidences of growing people is that they are constantly changing and risking. Show me a person that doesn't change, that doesn't risk, and I'll show you a person that's not growing. Our passion increases. When we begin to grow personally, our passion for life and learning begins to increase proportionately. We lift the lid for others. What a leader does determines what everybody else is going to do. The people don't pass the leader. An organization's growth doesn't outpace the leader's progress. As I lift the lid for myself, I lift the lid for others. One of the most amazing things to me is how much room there is at the top. On the other hand, it's jam-packed and crowded at the bottom. On the streets of average, there's traffic and congestion, but success has so few people on the roads. It's amazing how the higher you go, the less people there are. Three percent of the people in the United States have a library card. Six percent of Americans believe Elvis is still alive. Trust me, there's a lot of room at the top. As a leader you should learn like you'll live forever and live like you'll die tomorrow. Either way, you're covered. |
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