Australia 2017 – Whalen launched April 10, 2006

1. This is a PEOPLE business

2. SHARE with you. (not teach you; teaching is imposing. We are not imposing); we are here to
share with you what we understand
3. Having a desire and willing to build a legacy business
4. Vetting process = Someone takes an interest in someone else’s potential and willing to open a
door for them to prove themselves over a series of events

It’s an education process/qualification process/acquaintance process

We want to find out who the person is.

5. We understand that can offer more VALUE to a person in terms of helping them creating a more
desired outcome
The person is equally as valuable as we are as people.

6. We esteem too lightly we don’t pay a price for.

7. What the process IS and IS NOT. It is NOT a bunch of steps and hoops to jump through.
It’s NOT “I’ll go through the motions, get the results”
It is a LEADERSHIP DEVELOPMENT TOOL

It’s a way to prepare people for PARTNERSHIP so from day one they can PREPARE for
ENTREPRENEURSHIP

8. The methods may change, but the PRINCIPLES never do

Methods are many, PRINCIPLES are few.
Methods may change, Principles never do

9. If we offer a Partnership to somebody, it’s an OFFER TO BE MENTORED IN LIFE

decisions so that we can COACH them on how to build an asset so that they could create a
desired outcome in life in otherwise they wouldn’t have been be able to create.

10. That offer is for US to be a MENTOR in someone’s life, help them make great decisions in life.

11. We can agree that if we weren’t mentored in the decisions we make in life
The decisions we make in life can undermine or accidentally sabotage our ability to stay
focused for the number of years it takes to build a successful asset. - We’re not used to that.
Most people are used to 2 weeks and a paycheck. Most people can focus for 2 weeks. Do
something – get something. Do something – get something.

12. We are big on helping people understand that Mentorship to us is a LIFE thing.
Great coaches on the court, and Great mentors off the court.
A coach is a coach on the court. A mentor is a coach off the court...Mentored in LIFE, so life
doesn’t get in the way of their effectiveness on the court

13. TRUST
14. When we make an offer for Partnership, we are making an offer to mentoring someone in life.
This cannot happen unless a trust gets developed. Trust is moral capital; it’s relationship capital.
Capital of any kind takes time to develop, time to build, time to see it come to fruition.

15. Mentored in life directly, and indirectly we coach them on how to build an asset so that they can
create great results in their life.

16. If a person is not willing to be mentored in life, we have reservations to actually coach them on
how to build an asset because how are we going to know where that person’s going to be in a
month?
How do we know this person is going to make a decision in life that accidentally affects them in
a negative adverse way in building their asset. We need them to focus for 2,3,4,5 years.
We need for person to understand there’s a loyalty covenant when we make an offer into
partnership.

There’s Loyalty, there’s Trust

17. Mentorship, is partnership, a relationship that is earned

18. The business model is simple. LEADERSHIP is not simple

If you had an opportunity to become a leader, would you do it?

19. Need to be decent to connect with people and lead.

What we’re talking about is leadership

20. It’s difficult to go around the world with a backpack.

Content without context makes no sense.
We try best to give you context so when you get content, it makes sense.
If you see someone and they’re a king, you don’t know they’re a king, they don’t have a crown
That’s like having content without context. That’s why we take people through a vetting process

Like a king without a crown, we go “who’s that?”. People won’t understand the value.
Hence why we set the stage, lay the foundation first before giving the content.

21. People often want to know how and what to do. ‘what do I do here, how do I do this?’. Most
industries pretty much people can tell you what they do.
Smaller percent of people can tell you how they do it
A very small percent of people can tell you WHY they do it – the CEOs, the ones head of the
industries – THE WHY is really what matters.

When you understand WHY, the how and what fall into place very easily
The principles are the foundation. It’s the why.
Hence reason why we spend time talking about this on creating the mentality and the attitude
you’d need to have to build a large organization – with a process
This is vital to do to have people earn it, to be selected

22. It’s about – what is the long term goal? We have to know where we’re headed and why we want
to get there. That’s going to lay the foundation for everything
This is Legacy business
 23. The context is the WHY, the content is the What and How
WHY, then the What and How

24. Mindset = context; Framework = content

A mindset without framework is not teachable. If there is no framework, you can’t teach it.
A framework without mindset causes legalism
We want to grab onto the framework because it’s comfortable

WHY MENTOR
10% of understanding of talking about comes from meeting/teachings
90% is going to come from your experiences that gets counseled upon and reflected upon

You make adjustment when necessary. Principles stay the same. Tweaks with methods
along the way that fit your personality; your style.

You can’t go across the world with a backpack. You got to stop and rejuvenate. You got to stop
and refresh. It’s going to take multiple segments of effort to get all the way around the world

You feel like you’re going around the world, but if you’re not equipped properly, you feel you
have this little backpack and it’s not going to get you very far

You reflect, you counsel, you refill the backpack.

25. VETTING PROCESS – 80/20 rule

80% of people are going to be responsible for 20% of the results in the world
20% of people are going to be responsible for 80% of the results in the world
can’t invert it. People are still people

26. Greatest opportunity.

Using vetting process as a Leadership development tool – to learn about the human
To learn about people. You become a psychological magician when you build this
opportunity. You learn more than most psychologist because you’re in it and you start to
see how people act ; the human condition, and why people do what they do.
And how to be able to still influence them in a positive, healthy way in a robust fashion to be
able to help them get beyond themselves, get over themselves to make great decisions in life.

It’s not about persuading them to do something they don’t want to do.
It’s about helping people have ownership around the decisions they actually make

It’s a leadership and self-image development tool for the partners

27. Most kid’s self image is developed at the age of 5. IF kids are hearing “No” 10x more than
hearing “Yes”, It’s Self-defeating.
They don’t have a high self-imaging
28. We want people to understand when we’re mentoring and coaching people, we look at this as
market-place parenting. We’re parents to people. We’re helping them grow up mentally,
emotionally, (physically by default)

Most people who have earned an offer into partnership haven’t matured a whole lot
mentally and emotionally. They haven’t had to go through the fire. Some have gone
through the fire. Most people have not had experiences where they’ve grown mentally
and emotionally, become stronger, become champions, masters of themselves.

It’s a lot of raising kids, building teams.

29. WHAT IS THE GOAL OF THE VETTING PROCESS

To address red flags
Not take short cuts
Not make the process fit the candidate; not lower the standard
Goal is to see if it is a fit. If it makes sense because it may not

We would rather spend 4-5 weeks in the process with someone only to find out ‘you know
what, this isn’t going to be a fit.

Than take hours with somebody over years...to find out they are actually serious or committed
to building their financial asset

This process helps us find out if someone is really ready to earn an offer.
We want to keep the standards high

30. Very few people have the time to do it the first time, but they will have the time to do it over
again.
Life is not a dress rehearsal. You live once. You have a chance to build something create
for yourself.

Once is enough to build it right.

31. We rather slow it down and develop leadership. So when the numbers of people that are there,
we’re not worried the wall will be coming down. If you got a bunch of brings and you put a
brick down and take the time to put the mortar around and set it properly so the next brick you
put on it, there’s stable ground underneath. That’s building this business – we want to build it
right on the front end, so you don’t have back end problems.

32. 34:00 number of people

33. The initial building takes the most time, but when the momentum goes…
Initial building takes the most time – it’s the steepest learning curve in the beginning. Once the
momentum gets going and you keep DUPLICATING yourself and building leaders.

To a point that your organization is growing so much that you’re not required anymore. That
you’ve built and equipped people so well that you’re a name to family lineage.
We want to see people prosper and grow, leadership development.
34. Great growth is possible, but it’s going to take some time and patience
Take 2-3years to cultivate LEADERS, then you have a multiplication effect and eventually
an exponential effective

35. No matter what happens, the person grows. there’s clarity in the relationship.

36. PRINCIPLES used through process

We want to stay in the driver seat. We do that by teaching and helping them understand
these principles

37. Conversations create buy-ins

Presentations create walls/blockages

38. 41:00; mentality behind the process

39. Throughout this process, we are going to be adding value to you.

40. When we express resentment for the candidate who does not value us, we’re really
expressing self-loathing for not not being bold enough to walk away from them.
(we project resentment onto them)
People can sense selectivity in which way the scale is tipped in terms of value added.

41. Each meeting will determine if should move forward.

We’re evaluating and you would be evaluating us
If you’re going to be mentored, you should be evaluating us as well to see if we’re consistent

42. There has to be a genuine feeling that comes from you that you are really looking to build a
team

43. It’s the strength of the process that determine the consistency of the outcomes
and the qualities of our partnerships
Meet and Greet. We’re gauging if the candidate recognize our values and grants us control of
being in the driver seat. Does he/she sees us as a person who can add value him/her that merits
the reigns of engagement. Or does he/she feel like he/she is the one that can add value to us.

As we continue to grow and develop our leadership and continue to become better at
leading other people. It’s tough to lead others if we’re not leading ourselves.

The core steps are the litmus test of how well each and everyone of us at leading
OURSELVES.
If we can’t lead ourselves on a daily, weekly, monthly basis, how are we going to lead
others?

If we are not leading ourselves and we’re trying to lead others, we either think we’re
manipulating others or they’re going to feel they’re going to be manipulated by us.
When you’re leading yourself, they don’t feel or sense that
They are inspired by the example they see in you. You’re a congruent, consistent indivual.
 Your thoughts, your deeds, they match. You’re consistent. There’s a consistency over time
which builds trust

44. PRINCIPLE:
Seek first to understand the person, then be understood
Listen to understand – not respond

Leadership is: SEEKING TO UNDERSTAND 1st

(person you talk to will feel acknowledged. Trust will be built)

45. PRINCIPLE:
Throwing yourself on the sword will likely get to the root of the issue (why they are objecting)
Objection. - acknowledge: I totally see where you’re coming from

46. PRINCIPLE:
Grabbing and adding – grab onto what they say/understanding their thoughts, then adding

= you have a agreeability in your spirit

“I totally see where you’re coming from” (insert whatever the objection is)

47. PRINCIPLE:
Taking the food off the table until they prove they’re hungry
(do this if there’s any issues/red flags in the process)

Maybe we can sit down again, I’m not sure. We can come back to that possibly.
(so they don’t think we’re shoving food down their throat, when they’re not hungry)

48. We’re going to put the process over here for now.
I really want to have a conversation with you, maybe you’re right. Maybe we should end
the process, perhaps there’s a way around it. I’m not sure.
But let’s talk about it. And I’ll apologize if I have caused anything to make you feel you
can’t trust me/us. (immediately)
(The truth comes out next what they say “No, it’s just ______)

Now we can address that:

“My friend said this”
“I research it...”

Response: I totally get it. I’ve been there. I can attest to it.
I want you to understand, the reason we’re hesitant to move forward, the reason that’s a
bit of a concern of ours is because… (we’re seeking to be understood)
Seek to understand, then seek to be understood = builds trust

49. We’re seeking to have influence in candidate’s life. That has to happen.
Why: if we’re going to be guiding and mentoring them in life and help you create a result
for your family and future, having a new branch on the family tree that radically
 transforms the family last name and your kids and future kids, because you’re going to be
building something substantial, it’s going to transform future generations. The lifestyle of
those children or kids that aren’t even born yet. Because of that, we have to be an
influence in your life.
As mentor/coach

“It’s only a few weeks” - no, we have to be an influence in this candidate’s life so this person
can create the results they want in life.

50. GREEN LIGHT/FLAG = everything’s going smoothly; no issues

Yellow light/flag
Red light/flag

PRINCIPLE: Have Grace with Standards

We have grace with people, but we still have standards
Grace without standards is leniency – leads to weak partnerships (too relational/community)
Standards without grace is rigidity – leads to transactional partnerships (contribution)

Best relationship is in between community and contribution. Vetting process helps that

51. 100:00 Grace with standards

52. LEADERSHIP thinking: WHAT PRINCIPLES should I follow?

Not ‘what should I say’

Goal with understanding the principles = apply the principles. (helps them with what to say,
how to say….it builds leadership)

///////////////////////////////////////////
MEET AND GREET 1 = establish trust, get to know candidate, share a story, establish a
connection. Establish a framework to move forward

53. Candidate comes to us or a mutual location:

Mindset: we have something to offer, so candidate should come to us.

Get to know candidate (they love talking about themselves. They’re familiar most about
themselves)
People may not ask about you.
Have the candidate know us: “Well I’m not sure you know much about our/my story….
(then go into it)
a) Background about self./where grew up
b) Our story of how got introduced to this opportunity

Get acquainted.
54. When we’re making an offer into partnership to be mentored in life. When we’re offering
a partnership to be mentored in life = that’s a separate thing from someone starting their
own business. They don’t earn their business. This is important to understand.
People do not earn access to Amway
They earn offer to be mentored in life and now their in partnership with a PERSON at the
same time they earn that offer.

We’re sponsored into a business which often happens at the same time, but it doesn’t have
to.
They’re being offered into partnership to be mentored.
One is earned, one is not.

55. IF person is not talkative

Listen I know I’ve been asking you a few questions. Typically you haven’t said a whole lot
which is okay. I want you to know that It’s tough for me to consider whether or not I would
want to meet up with you again if I don’t get a chance to get to know you.
Are you kind of a quiet person? Is there a reason why you’re not sharing with me?

56. f
57. ff
58.