Only dealers with team responsibility can make the whole team develop healthily and orderly.

◆ Team sense of mission

It is difficult for a direct seller without a sense of mission to keep the team going.

◆ Personality charm

A successful distributor with charisma can lead many charismatic team members.

◆ "Dream" ability

Only by building a team with dreams can the team's dreams come true and the individual's dreams come true.

◆ Cohesion

A cohesive direct selling leader can bring different people together to achieve the same mission.

◆ Motivation ability

Appropriate encouragement to direct selling leaders can help newcomers face difficulties correctly and rekindle their passion.

◆ Coordination ability

When dealing with contradictions, any selfishness of direct selling leaders may lead to immeasurable losses.

◆ exemplary role

People don't look at what you say, but what you do.

◆ Learning ability

Direct selling leaders should start from themselves and form the habit of lifelong learning.

◆ Replication ability

The core of direct selling is to learn by yourself and learn to teach others to do it.

With the extensive development of direct selling business, newcomers are becoming more and more mature. The healthy development of any industry is inseparable from the promotion of some excellent and influential people. Excellent direct sellers will certainly play a good role in maintaining market order and being strict with themselves to a certain extent. Then, what qualities should a direct seller have to ensure the healthy development of the direct selling team?

First, the sense of team responsibility

The direct selling team is like a big family. Although there is no strict paternalism in this big family, everyone sticks together for their different dreams. Spread out, they are independent individuals; They are a strong marketing team. In this loosely cooperative marketing team, each dealer's sense of responsibility is directly related to their future development. An excellent distributor should have a strong sense of responsibility, help others succeed, drive and copy the whole team members. Only in this way can the whole team develop healthily and orderly.

Second, the sense of team mission.

If a person joins the direct selling team only for money and to find a job, then he doesn't have enough motivation and determination to stick to it. When a person has a strong sense of mission, his unlimited potential can be brought into play and he can go all out for a cause.

When Bill Gates started his business, he vowed to let every computer on every desk in the world use his software. This sense of mission prompted him and his team members to make unremitting efforts and finally realized this dream. Distributors should also have the same sense of mission to help more team members realize their dreams, change the lives of each team member, cultivate their self-confidence and tap their potential. '

A direct distributor without a sense of mission will not build a marketing team with lasting fighting capacity, and it is difficult for the team to move forward for a long time.

Third, personality charm.

The biggest difference between the direct selling industry and other traditional industries is that it is a people-oriented industry, that is, relying on a huge interpersonal network for word-of-mouth publicity, so that more people can identify with and engage in this industry. In people-oriented business, people not only value products and companies, but also choose a direct selling leader with personality charm.

"Being an upright person and doing the right thing" is the highest requirement of direct sellers in personality at present. To be an upright person means that direct selling leaders should not do anything that harms the team image, such as fraud, incitement, personal gain, personal heroism, blind worship and company interests.

To do the right thing is that direct selling leaders can't lead team members to do things that violate the law and discipline. They must expand the market according to the company's regulations, be strict with themselves and be lenient with others. As the saying goes, "fish begin to fish."

If a successful distributor can't do the right thing and always incites team members to grab the line, then team members will do the same thing, which will eventually lead to the disorder of the direct selling market and the company.

The relevant provisions, and even some may embark on the road of illegal crime.

The personality of a successful distributor is directly related to the fate of the team. A successful and charismatic dealer can lead many charismatic team members.

Fourth, the ability to "dream"

It is said that the direct selling industry is a dream industry, which can inspire people to do things that they never dared to think before and help people with dreams realize their dreams. In such a special industry, direct selling leaders are required not only to have lofty dreams, but also to have enough "dream-making" ability.

Excellent direct selling leaders are first of all "dream machines". They seize every opportunity to help team members shape their dreams and let them enlarge their dreams so that they can dream big enough to achieve a big enough career. All great winners are practitioners and achievers of dreams, and they know that dreams can bring unparalleled power to people. The direct selling leader of the direct selling team is not only the practitioner of the dream, but also the creator of the dream. Only by building a team with dreams can the team's dreams come true and the individual's dreams come true.

Verb (abbreviation for verb) cohesion

Like all traditional industries, direct selling leaders, like the leaders of an enterprise, are always surrounded by various team members who work and provide services for them. The difference is that compared with traditional industries, the direct selling team is relatively loose. In this loose cooperation, every team member must rely on self-discipline and the cohesion of direct selling leaders to carry out team work.

In fact, for most people, to enter this industry, making money is only one aspect, and more importantly, a team atmosphere is needed, which is created by the personal charm and cohesion of direct selling leaders.

An charismatic direct selling leader can often bring people of different ages, sexes, even different colors and races together, so that team members can engage in this cause for the same mission and succeed because of the success of the team.

The core of starting a business is to learn by yourself and learn to teach others to do it. The key to this cycle is to accurately copy the information you have learned, heard and seen. At present, it is very

Many direct selling teams regard system operation as an operation mode, and the core of system operation is replication. This requires direct sales leaders to have absolute copying ability, and through copying, put the most accurate information.

Pass and copy the scientific team operation mode in the team.

Just because a direct selling leader asks for the ability to copy doesn't mean that he can't innovate and learn from the experience of other teams.

Copying business requires direct sales leaders to set up a think tank, screen and select some experiences that are helpful for team operation, and finally copy them in the team.

The replication ability of direct selling leaders is directly related to whether team members can achieve the unity of thinking and behavior patterns.

Sixth, the ability to invite incentives.

As long as it is a team of people, members will be depressed and encounter difficulties and setbacks. In this case, direct selling leaders naturally have to shoulder the responsibility of inspiring team morale and helping team members tide over the difficulties.

Some people say that direct selling is a way of experiencing marketing. Direct selling salesmen can personally experience the products for their own use, and then introduce good products to the surrounding groups. In the process of sales and team building, team members will inevitably suffer from external pressure and their own fears, such as being rejected, being poured cold water on, saving face and so on. After several rejections, it is difficult for some newcomers to persist. At this time, if the incentive work of direct sales leaders is done well, newcomers can face difficulties correctly and rekindle their passion.

There are also some salesmen who have formed teams and achieved certain sales results. When faced with team management, they often feel overwhelmed and don't even know how to start. At this time, if the direct sales leaders can give them some encouragement and help them drive the team, a confused sales team may soon enter a positive state and start to explore the market.

When team members make progress and grow, direct selling leaders give them necessary encouragement, share their joy of success, and in turn inspire their confidence in success.

Seven. coordinate ability

Since direct selling is a cooperative business and a people-oriented business, it is inevitable that someone will bump into it. At this time, if the team's leadership and coordination ability are strong, the business operation of the direct selling team will not be affected. In many direct selling teams, some direct selling leaders habitually protect the team that is most helpful to their own performance when there are contradictions between departments, and abandon the interests of other teams, which may eventually guarantee temporary performance, but may cause the loss of personnel in other departments.

When dealing with inter-departmental problems and contradictions between teams, any selfishness may lead to immeasurable losses.

Eight, exemplary role

In any team, the words and deeds of direct selling leaders will directly affect the behavior of team members. There is a saying circulating in the direct selling team: "People don't look at what you say, but what you do." If the direct sales leader says to all team members, "You should talk about at least three plans a day and follow up 24 hours a day." As a result, the team members found that the direct sales leader himself did not do what he said, and naturally he would not do it.

In the direct selling business, if you see that the direct selling leader is always dressed in a suit and tie, polite, gentle and unpretentious, and shows his professionalism in service, you will find that his team members will have the same potential and professionalism as him.

Nine, learning ability

The operation of the direct selling industry is mostly inseparable from training. Most salespeople get to know the company, learn product knowledge and share successful experiences through various meetings. After returning home, I will gradually understand this business by reading books, watching VcD and listening to tapes, and learn to run this business.

Whether a team is a team with learning ability depends on the learning ability of direct selling leaders first. Knowledge determines quality, and excellent direct selling leaders must let themselves learn in the team.

Only people with the strongest ability, the strongest reception ability and the most profound knowledge can answer questions for team members at any time. If the direct selling leaders have poor learning ability and even think that learning is useless,

Then it is difficult to help team members succeed in this industry, and it is difficult for them to succeed themselves.

Only by starting from themselves, developing the habit of lifelong learning, and constantly improving their own quality and self-cultivation, can direct sales leaders lead their team members to occupy a place in the direct sales market in the cruel market competition.

X. replication ability

Direct selling is a business of "learning, doing and teaching". The core of this business is to learn by yourself and learn to teach others to do it. The key to this cycle is to accurately copy the information you have learned, heard and seen. At present, many direct selling teams take system operation as the operation mode, and the core of system operation is replication. This requires direct selling leaders to have absolute replication ability, through which they can transmit the most accurate information in the team and replicate the scientific team operation mode.

Just because a direct selling leader asks for the ability to copy doesn't mean that he can't innovate and learn from the experience of other teams.

Copying business requires direct sales leaders to set up a think tank, screen and select some experiences that are helpful for team operation, and finally copy them in the team.

The replication ability of direct selling leaders is directly related to whether team members can achieve the unity of thinking and behavior patterns.