Working Smart

Taking the Guesswork
Out of Recruiting
by Mary Christensen

Of all the factors that play into representatives' success as recruiters, confidence is No. 1.

Unlike the relatively straightforward process of promoting products and services, recruiting requires a leap of faith. For the new representative who has yet to fully experience the rewards of the business the leap is even higher.

Not only do they have to feel confident about the value of their opportunity, they have to decide whom to approach and which aspects of the business will appeal to different prospects.

It can be a daunting process for even the most enthusiastic representative, and the fear of being rebuffed can afflict them with a severe case of recruiting reluctance. Compounding the problem is that new representatives often struggle with recruiting at the very time they are connecting with some of their best prospects.

No wonder many rely on sharing an excess of information in the hope some of it will hit home, while others make a tentative, half-hearted approach before retreating swiftly back to the safer ground of product sales.

While there is no magic wand that we can wave to help our representatives succeed, we can dramatically increase their chances of becoming skilled recruiters. Our industry has all the resources it needs to create meaningful recruiting tools for our representatives. All we have to do is tap into them.

The 14 million Americans currently involved in direct selling, and the 25,000 who join it every day provide us with a wealth of information about who is most likely to be attracted to business and why. All corporations have a reservoir of information about their salesforce that can be channeled to help every representative in the industry.

I started in direct selling as a party plan consultant before founding my own direct selling business. After selling that business, I spent 12 years in corporate leadership before becoming an industry consultant and speaker.

Each experience added to the picture of who is right for the business, what prompted them to join (or not) and how to approach them to increase the likelihood of a yes response. Mistakes and rejections (and there were more of both than I care to admit in a national magazine) were just as useful. Like Edison, I learned a thousand approaches that didn't work. But I also learned what did.

Industry data published by the Direct Selling Association and by Direct Selling News and feedback from thousands of representatives across a range of companies supplemented that information and provided an opportunity to test my research.

The result is a frontline tool that helps representatives identify who is a good fit for direct selling, why they are likely to be attracted to the business and how to connect with them to increase the likelihood they will sign. Having access to an overview of the most likely candidates for the business that's based on the millions of people already in it provides representatives with a simple guide they can apply to their opportunity.

Each of us has a unique combination of ambitions, skills, experiences, personality and circumstances. Identify the factor or combination of factors that suggests a good fit for direct selling, and you have a potential prospect and a reason to approach them. The more factors that come into play, the warmer the prospect becomes.

The most likely candidates for the business can be summed up in 20 key profiles. Each profile provides an overview of people who are most likely to seriously consider the business and the aspects of the business that will appeal to them.

The key to profiling is that it flips the attention onto prospects. Rather than focus on their opportunity, representatives learn to seek information that will tell them there's a fit and, if so, the most appropriate way to present the opportunity. Profiling teaches them to approach recruiting from the prospect's perspective, rather than take a "one-size-fits-all" approach.

Representatives respond positively to a simple, realistic approach to prospecting. Cindy Zamirowski, independent team leader Weekenders reported, "I'm getting lots of yeses!" within a short time of applying what she learned. Amy Martin, independent representative for Sensaria Natural Bodycare said, "I'm finally at a point where I can talk to people honestly about the business with excitement instead of fear."

Profiling helps extend representatives' reach beyond familiar or obvious targets to a broader range of prospects. Access to information that tells them who, why and how to approach specific prospects gives them a huge confidence boost when it comes to making the approach. That confidence enhances their likelihood of success.

Take age as one example. The appeal of direct selling, and the motivation for signing up, will be different for a 25-year-old Gen Y entrepreneur with an abundance of ambition, energy and confidence; a 35-year-old stay-at-home mom wanting to spread her wings; or a 55-year-old baby boomer couple looking for a way to top off their retirement savings.

By focusing on different motivations that may encourage each to join and the different ways they communicate, representatives become more adept at tailoring their approach to fit each prospect.

Our reward-for-results culture is uniquely positioned to appeal to the 70 million Americans who fall into the category known as Gen Y. Having grown up surrounded by stories of successful entrepreneurs, they are supremely confident about their own ability to succeed. They also value personal freedom and will appreciate the flexibility of being self-employed.

This group is in "serious spend" mode. The appeal of making money to buy the Nintendo Wii they want today will have more impact than a lecture on saving for retirement.

To enhance their chance of benefiting from the wave of youth entering the workforce, representatives have to speak their language. It doesn't have to be complicated. An instant or text message will attract more attention than an e-mail (snail mail to a 25-year-old) and is much more likely to be passed on. Group events where participants can gauge the reaction of their peers may produce better results than one-on-one interviews.

Forty-eight million Americans can claim membership to the Gen X club. Typically, they are in "pay" mode. They have, or want, mortgages, and they are in credit card debt up to their elbows. The expense of raising a family and funding college in the future, combined with the pressure of keeping up with their peers today, is a key issue for this group.

This group grew up with baby boomer parents. Accustomed to living well, they now are facing having to pay for it themselves. The expense of luxuries they once took for granted can come as a shock. A part-time business that increases the family and disposable income will strongly appeal to them. Company-provided cars, gifts and free travel will attract them.

Positioning the business as an opportunity for stay-at-home moms to develop skills and extend their social lives beyond the home will enhance its value.

The American Management Association has recognized the appeal of direct selling to a younger demographic with a move to publish self-help books for aspiring direct sellers alongside their traditional executive-development programs. The first, Be a Network Marketing Superstar was launched this month and the second, a step-by-step guide to recruiting, will be published spring 2008. The times they are a-changing.

But this is not just about the youth factor. Baby boomers account for 78 million-or one in four-Americans. Neglecting this major chunk of the population to chase after younger generations would be a huge mistake. Tapping into their pursuit of a fulfilling lifestyle after retirement will ensure a steady flow of baby boomers into the business for years to come.

This group will respond to the issues they are passionate about-health, youth, travel and disposable income. They have proven business skills that translate well to direct selling.

According to AARP magazine, 12 percent of retired Americans currently work, but 77 percent of baby boomers expect to work after 65. Chances are it won't be in the career they have now, as traditional employers replace them with younger models. That so many baby boomers are financially ill-equipped for retirement, and will have no choice but to work after 65, is a potential boon to savvy recruiters.

Of course, every direct selling corporation is different, with a unique vision, culture, products and plan. But that's what makes profiling interesting. Ultimately, representatives must find the perfect fit between their unique opportunity and their prospects.

But there are enough common denominators to make life easier for all representatives. We can show them where to look, and what to do and say to position the opportunity in the most attractive light. Taking meaningful data and packaging it neatly "in a box" for representatives eliminates much of the uncertainty, or fear factor, of recruiting.

Of course, profiling doesn't safeguard representatives against a clumsy technique or rejection. There will always be people who allow their prejudices, misconceptions or ignorance about the business to deny them a chance to join one of the most dynamic opportunities available. But we don't need everyone. We need the right people, and we need to give those who do join the best shot at success.

Taking the guesswork out of recruiting is a good place to start.

Mary Christensen is the author of Be a Network Marketing Superstar and Make Your First Million In Network Marketing. She is a popular speaker, coach and trainer. Her experience in direct selling spans both field and corporate leadership roles. To contact Mary, write MaryChristensenSpeaker@hotmail.com.

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