Handling Negativity In Your Network Marketing Organization

handle negativity in MLM

Hey, Jason Lee here. In this video we're going to cover handling negativity in your downline in your network marketing organization.

How do you handle negativity in your network marketing organization? It's a very important question.

If you've been in this industry for any length of time, you've obviously encountered, or I guarantee you've encountered someone in your down-line, whether it's personally sponsored, or somebody in depth, who's extremely negative, perhaps even caustic to your organization.

Maybe you bring them in to team meetings, and they like to gossip, or they like to spread rumors, or they like to just turn things inside out at your meetings where you're trying to keep things positive, and you're trying to keep the team moving in a forward direction.

There Are Difficult People Everywhere

There are some things that you need to consider when it comes to handling these types of personalities. I don't care whether it's in direct selling, MLM, network marketing, or corporate America, construction, the energy industry, it doesn't matter. If you're in any kind of team environment, where you have a lot of people involved, or even just a small group of people involved, you're going to run into difficulty personalities, it is a given.

In learning how to handle them, I don't want to say manage them, because that's a bad word to describe what you need to do. But learning how to work with them, is very, very important. It's an important skill to master, because when you get enough people in your organization, some of them aren't necessarily going to be ideal candidates for your group. But nonetheless, they're going to be part of it.

I've got four steps here on handling mlm negativity.

Number one is establish a culture

What do I mean by culture? Well, I don't mean cult, I mean culture, meaning, a team atmosphere, a team environment, where everybody's marching to the same beat.handle negativity in MLM

The first training organization I was ever a part of, had a very, very strong culture. Maybe they didn't teach a whole lot of skill development, they didn't teach you, really the mechanics, nuts and bolts of what you really needed to do to be successful in terms of marketing, and networking, and that sort of thing, but they did have a very strong culture.

I'll never forget they had a little book they handed you. It was a little book, a little pamphlet, and it was called The Cardinal Rules. It had something called the Cardinal Rules inside it. Every new representative got this book, and they were expected to follow these cardinal rules. One of the cardinal rules addressed negativity. That culture was established right out of the gate as soon as you got started. It was established, and it was expected in every meeting, in every live event. Everything you did, those cardinal rules played into that environment. So everybody began to absorb that, take that on as part of their own belief system.

It was a very powerful thing.

So establish a culture, a team culture, where that sort of behavior is not acceptable. That'll help curb it some.

Number two is where negativity should go

Now secondly, in that culture, those cardinal rules I was telling you about, one of their sentences that they had in that little handbook, was “only pass negativity up-line, never pass it down-line.”

The only thing you should be passing down-line, in terms of what you say to people is positive stuff.

So pass positivity down-line.

If you got anything negative that you need to bring forward, you take it to your up-line, or somebody in your up-line. You don't poison the group below you. That was an expectation. So negative people, or gossipers, or people that come on board, they knew, when they looked at the cardinal rules, that if they had something negative to say, they better say it to an up-line.

If they had a problem with a teammate, if they had a problem with a cross-line, if they had a problem, they knew, the expectation was to up-line to their sponsor, or whoever above them was active, and bring that negative scenario to them, and so very, very powerful, powerful concept. I highly recommend you incorporating it into your business.

Number three is set clear expectations

That means on the front end, and it means on the back-end. If you need to communicate with somebody who has a poor behavioral problem, pull them aside, don't humiliate them in front of an audience, don't humiliate them in front of the team, pull them aside in a private environment where you can communicate with them one-on-one, and describe the exact behavior that you witnessed that does not fall in alignment with the culture, and that you would like that to stop, and that if they have something like that to say, to bring it to you instead, as the up-line.

Address the problem, set the expectation, readdress the expectation, and then give them an example of what you would like to see replace whatever behavior it was you saw. Sometimes that's difficult to do, but guess what? As a leader, as a business owner, and a leader, and setting a team environment, establishing a culture, that's on you, that's on you, you got to do that.

That's number three, set clear expectations, clear and concise expectations, be specific. If you're vague, you're going to get a vague response. If you're vague in your expectation, you're going to get vague behavior on the back-end. They may not meet your expectation if you can't communicate it, or articulate it effectively.

Number four is keep them busy

What does that mean?

A lot of times people are negative simply because they don't feel like a valued member of the team. Keep them busy, give them a function in that team to perform. Maybe their function is just setting up chairs in the room for the next event. Maybe their function is monitoring the Facebook page for the group, or the Facebook group, make them an admin to the group. I know that sounds scary, you're like, “Oh my gosh, I would never give this negative person admin access to my Facebook group, you know they would just destroy it.” But, give them little baby steps, give them little forward … give them little things, a piece at a time. Let them prove themselves to you. If you give them more, and more responsibility, they're going to feel more, and more valued.

Maybe let them edify you and bring you up to the front of the room when you're going to address the whole team. If you're a leader, let them edify you and introduce you. Let them take the stage, take the mic, whatever it might be, give them more responsibility, and if you don't know what that responsibility is going be, simply ask them.

Like this

Come up to them, say, “Hey Jake, I notice that maybe you've been a little frustrated at the meetings over the last couple weeks, maybe, it's because I've done a poor job of including you in our team activities. What is it you would like to do to be a big part of this?

  • Would you like to introduce people on stage?
  • Would you like to get up on stage?
  • Would you like to help set up the event?
  • Would you like to maybe the MC of the event?
  • Maybe to want to help manage and police our Facebook group and keep all the naysayers, or negative people out of there?

What would you like to do? Let me know Jake. Let me know what you would like to do.”

Then simply give them that responsibility and let them prove you wrong. So, keep them busy, really powerful concept. It takes a negative attitude, and it'll turn it into a positive one, 'cause now the feel valued, they feel important, and that goes a long, long way in any environment, I promise you.

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