To jump-start your thinking about your values, consider these five
driving factors, named the "Five F's": fortune, fame, family,
freedom, and fun. They are primary motivators for any iRep. Understanding
your team members' motivation will help you support their idea of
success. Let's take a look at each one:
Fortune. Many iReps place fortune first on their list of goals. After deeper thought, however, they usually find that the accumulation of money, while certainly important, is not necessarily where they derive their greatest satisfaction. Probably more gratifying is acknowledging how closely their bottom line is tied to their efforts, talent, and capabilities. So though they may not strike it rich overnight, as they work to build their business, they will reap the rewards that come from being responsible for its growth.
Fame. Healthy love of self is another key drive of iReps. They
are very comfortable seeing their name in lights and on letterhead.
Making their mark on the world is part of why they struck out on their own in
the first place.
Family. Many solo iReps seek a better way to
balance the competing demands of their home and professional lives. They want
to be able to spend more quality time with their families and they want to
provide a good livelihood for their loved ones.
Freedom. Not surprisingly, more important than
money to many iReps, is the ability to call their own shots. Many turn down
better-paying jobs because they place a high value on working for themselves.
They want to set their own schedules, to ensure that it honors the needs of
both their clients and their family and they want the freedom to pursue new
prospects when these come along.
Fun. There often isn't a lot of tolerance (or respect) for
self-expression in the corporate workaday. iReps, in general, are creative
individuals who need an environment in which they can express their
personalities in the context of a business. Incorporating a sense of self is
also the way they ensure that those intangible inner, spiritual needs are met.
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