How to Turn Intentions into WINS

Richard Bliss Brooke: Everyone who joins a Network Marketing opportunity has good intentions.

Everyone who joins a Network Marketing opportunity has good intentions. Everyone thinks (albeit briefly) that they will succeed. Otherwise, why would they join in the first place?


Intentions are overrated. The power of intention might get people started, but it is short-lived. We need more than that. We need staying power. We need momentum. We need wins.

Driving Through the Myths of Success

Richard Brooke Shares The Four Biggest Myths of Success

Do you remember when you bought your first car? Do you remember how you felt in the weeks, days and hours leading up to the purchase – that period of time when you knew you were going to get it but were still working on the financing or delivery?


Do you remember the promise you made to yourself and others about how the car would never see rain, how you would never eat in it or abuse it in any way?

6 Ways to Change How You Get Paid

How Do You Get Paid In Network Marketing?

Can you guess the biggest motivational challenge people face during their first few years in Network Marketing?

You got it – cash flow versus effort ratio.

They work 10-20 hours a week for meager wages. “Where is all the big money I was promised?” they cry. And then they quit.

Richard Brooke: Leadership That Inspires

World history is full of powerful leaders; men and women who changed the direction of societies, business and culture. Nothing is more valuable to our society’s health. Yet today, leadership often feels like a missing link in business, politics, religion, education and even the family.

Sure, leadership exists. But it is seldom the kind of long-term guidance that inspires us to move powerfully in a direction that we would not necessarily move on our own initiative. And often, it lacks energy and deliberate, purposeful action.

A Vision That Contributes
More than anything, a leader has a crystal-clear Vision that is compelling enough, and contributes enough to inspire us to pursue it. Not only do leaders have a clear Vision, they are a clear Vision to those they endeavor to lead. And they communicate in such a way that the Vision stays on the forefront of our hearts and minds.

A Vision is a living-color picture of a goal — one you can see, hear, smell, taste, and feel — held as a powerful, inevitable expectation. Visions are goals for which we are on a collision course to blow right through, and our motivation is sourced in them.

A leader listens in such a way that we feel heard; not necessarily agreed with, but at least heard and honored. They also ask us to do things that, if left to our own thinking, we would consider unreasonable, impossible or outrageous. Not things that violate our values — on the contrary, things that actually honor our values.

As a result of whom they are, and how they speak and act, leaders cause us to feel stronger, happier, more “on fire” about our future. And this motivation prompts us to be powerful in our pursuits.

Character That Withstands Scrutiny
Leaders act with the ethics, morals, character and principles that are expected by their followers. A leader’s actions are consistent with his or her promises. We can count on a leader to have the integrity to be who they say they are, and to share themselves wholly and authentically — their fears, their weaknesses, their strengths and their power.

A leader stays on the path of personal and character development, knowing that none of us ever arrive. They understand that as soon as we act as if we have no room to grow, we lose our power to lead.

Just Do It … Anyway
All great endeavors are fraught with risk and adversity. Leaders are powerfully motivated by their Visions to stay on course to their goals, regardless of the obstacles. They are eternally enthusiastic. They have the courage to face their fears and go where others are afraid to go.

Leaders generate the physical wellness and energy to do the work. They possess the persistence to immediately regroup and relaunch when needed. They unleash their innate creativity to solve problems and adopt positive interpretations of all circumstances. Their journey is not dependent on what anyone thinks or whether anyone follows. They just do it … anyway!

I believe that leadership is the greatest profession of the 21st century. Nowhere will it be more richly rewarded than in the people-enrichment business. That’s our business, and I challenge you to step out and take it on. You’ll love the adventure.

For more of my thoughts on the qualities and possibilities of a successful leader, order my Advanced Leadership audio cd.

– Richard

Richard Bliss Brooke On The Antilogy of Your Story

Antilogy is an opposition in thoughts, views, statements, and/or words. (noun)

An example of an antilogy is the word “clip” which on one hand can mean “bring together” as in a hair clip or barrette, and on the other hand it can also mean “to separate” as in clip hair with scissors.

This is a message about enrolling others, about your expectations for them and about how you position the opportunity in their mind and heart. What you have accomplished is ten times more believable than any video or brochure. Create it. Use it. Your story is their story.

And your story is critically important. Here’s why: Your story is your evidence that your opportunity works up until the day you are telling it. If you have been involved for two weeks, then your story is two weeks’ worth … then two months or two years and so on. Your story is the most powerful evidence you have that what you are telling someone else they can do, can actually be done.

Your first month, your first 90 days and your first year are the most important pieces. And they stay with you throughout your career. Ten years from now you will be telling your first month story and it will be pivotal in the belief and pace with which your new enrollees get started.

If you sit around and analyze the plan or spend weeks getting organized, your first month and your first 90 days will inspire no one. In fact, they will tend to do what you did – stretching what could be a three to four year incredible, residual income career into one taking 14 years.

How fast you get started and what you accomplish in those first three timeframes will become your greatest recruiting and motivational asset. Don’t blow it. Don’t think about it. Trust it and swing for the fences.

And now comes the Antilogy:

Your story is not their story.

A story tells it best. When you enrolled in your opportunity, here are some factors that perhaps were present:

  1. The company was Young and Dumb. In fact, that was their name: YBS – Why Be Successful.
  2. The best tools were not even available yet.
  3. Your sponsor was just as new as you … as was their sponsor. In fact, you had to go upline multiple slots to find anyone that really knew how to do this.
  4. There were no local meetings.
  5. Attendance at even the national meetings was low … embarrassingly low.
  6. The product you started with was not the company’s best foot forward … in fact, although YOU loved it … most of your customers did not stick to it.
  7. Young and Dumb had embarrassing back orders.
  8. Young and Dumb started with what you thought was going to be a dream management team only to have some of them quit or be replaced. You didn’t realize that is how businesses have to be run … like a business.
  9. YOU screwed up your first 30 days or your first 90 days or your first year or maybe all three. You didn’t launch with reckless abandon. You were more concerned with what people would think of you or doing it perfectly so you didn’t really kick it. You played with it when you needed to crush it.
  10. Out of the 18 months you have been “trying” to make it happen, you can only swear to three consecutive weeks of playing full out. Ok … you can swear to six weeks but the three week stints were nine months apart.

Now you are sitting with yet another incredible prospect. Maybe you have a powerful story to use as your most effective belief builder. If you do, make your story their story. Maybe you don’t. If you don’t, make your story NOT their story. And here’s how:

At this point in the game … today when your newest prospect is sitting in front of you, the game he or she is about to play is NOT the same game you played. It is NOT. NOT even remotely. The game has changed. Maybe not 100% but look how much of it could have already changed:

  1. YBS wisely changed their name to URS – You Are Successful.
  2. You now have incredible tools.
  3. You, their sponsor, have 18 months of incredibly valuable experience as does your sponsor and your upline. You have a swat team of leaders to support this new person’s build.
  4. There are now great local meetings.
  5. National meeting attendance is inspiring.
  6. Constant product improvements have made selling, enrolling and retention 10 times easier.
  7. There has not been a backorder in forever.
  8. It appears the current management team IS the dream team … but don’t count on that one. Prep your newbie for change. Tell them you are like a super bowl contending team. YOU will keep replacing management and key players until it all clicks and goes BOOM!
  9. You cannot change your history, but you can turn it into lemonade with a history lesson. Tell the truth about how you botched your launch if you did. Tell them how much it has and will always cost you. And most importantly, tell them when you changed to full tilt boogie mode and how committed you are to staying in it. Beg them to not make the same mistakes.
  10. Show them the penny doubling a day chart. At day 31, a penny is worth over $5 million dollars just doubled EVERY DAY. Show them how much it is worth if you double it every other day or two days a week or for a week … then ‘penny funk’ for a week then doubling again. Show them what it is worth if you double it “whenever you feel like it.” It is not worth over a few hundred dollars.

Lead them to play full out for at least 90 days, six days a week. Then they can coast for a few weeks so they can hit it for 90 days again. Again and again … 90 day runs until they are earning more money than they ever thought possible … more than even you thought possible. For them that might be $5,000 a month or maybe $50,000. They can get off the train anytime they want … when they have created enough freedom and fun to fit their vision and values.

The lesson here is don’t sell their dreams short … don’t sell them short by toying with your own first month, 90 days or one year. But if you do … and most of us do, don’t sell them short by mapping out their outcome to your expectations of them. Just because you have been at it for 18 months earning $1,800 does not mean you should expect the same for them. You should expect them to be at $18,000 given the wisdom and experience you bring to the party and given the challenges you fought through that are all smoothed out for them.

Expect Them To Win – ET2W

Check out my latest book, The Four Year Career, that shows how a Residual Income can be worth millions in Asset Value.

– Richard

The Gift of Listening

Ever been chatting with someone and, before you can even finish your sentence, they interrupt to share their own thought or finish yours for you? Or perhaps you are in the middle of making an important point and their attention is pulled away as they check their ringing cell phone, send an email or reply to a text message. We’ve all watched someone we are talking to nod and even mutter “uh huh” – knowing all the while they didn’t really hear a word we just said.

These are conversations that leave people feeling unheard and unimportant, and they happen to all of us every day. In fact, most of us are guilty on a regular basis of listening to others in this same way.

You have all heard the cliché about why humans have two ears and only one mouth. The level at which I intend to encourage you to listen here, would require that cliché to be updated to a ratio of four or five ears to one mouth. If you think about how easy it is to offend someone with your mouth and how impossible it is to offend someone with your ears … well, you get the point.

Listening at the level described here is a discipline and an art that will pay big dividends in your personal relationships and in your business endeavors.

When you practice this level of listening, you will provide people around you with a gift that they have rarely been given in their lifetime.

The Gift of Listening is simply listening with a commitment to hear exactly what another person is saying. Hearing what they are intending to say but are not; even hearing what they are purposely not saying. More importantly, it is hearing what the other person is feeling … their words merely an attempt at expressing those feelings. You may be feeling scared or mad or sad or happy. The artful listener will feel what it is you feel, and let you know the communication has landed.

Listening at this level requires, first and foremost, a commitment to “source” the other person. This is an emotional and spiritual gift. You must be willing to give the other person the validation, acknowledgment and esteem they are seeking.

Think about what really happens when two people come together in a conversation. They could be talking about the weather, sports, politics, business or simply what they did last weekend. Each person comes to the conversation with an unconscious addiction to “being heard.” They want the other person to hear their point, their story, their opinion, their accomplishments, and their feelings on the subject. They are usually politely persistent, and they want the last word.

Imagine what it looks like, sounds like and feels like to have these two agendas collide. Neither person is heard; neither is validated. Feelings are hurt or, at best, not nurtured. The result is an emotional train wreck. Empowerment, self-esteem, friendship, relationship and love are overlooked—or even damaged.

Giving the gift of listening starts with you setting aside, for the moment, your agenda to be sourced in a conversation.

Just make the commitment at the beginning of the conversation to have it be “all about the other person.” You do not have to do this in every conversation, just the ones in which your goal is for the other person to walk away feeling better about themselves than before they spoke to you. Funny, but in every case they will also feel better about you … much better than if you tried to create the same feelings by making the dialogue “all about you.”

The second thing you must do to listen at this level, is to start listening with your body, your heart and your intuition—instead of your mind.

The superficial way you and I were taught in school to listen, is with our conscious mind. That is the part of our mind that discerns between right and wrong, hot and cold, good and bad. It is the part of us that has formed opinions on everything we have ever heard, read, experienced or just thought about. Most of us go through life managing our affairs with all the information and opinions we have amassed in our conscious mind.

When using your conscious mind to listen, the result looks like an argument or a competition, or that you just plain aren’t interested. I tell you about my weather and you respond by telling me about yours. The thing is, I don’t care about your weather and you don’t care about mine. I tell you what I did this weekend and you think doing that is a waste of time. I tell you I think so-and-so should have done things this way and you disagree, if not verbally at least that is what you are thinking … and how you are listening.

There are other parts of you designed for far superior listening. Your body actually listens. It feels impressions of whether things said are true or false, authentic or contrived. It uses your emotions, your intuition, your unconscious mind all wrapped up in a spiritual self that, given the opportunity, can really hear the entire message. Again, it is hearing what is said, what is intended to be said, what is not said, and what is felt.

To give yourself the opportunity to listen with these tools, you must have a clear intention to use them and not use your conscious mind. You accomplish this by agreeing to source the other person. To do this you will want to quiet your mind. Listen from a clean slate. Wipe clean your opinions about this person. Wipe clean from your thoughts what you want out of this conversation, other than to completely and fully be there for this person.

Wipe clean the mindless chatter that keeps you from being fully present in this moment for this person and for what they want you to hear. This means if you hear your mind commenting on what the other person is saying, you stop yourself and recommit or “represence” yourself. Do this throughout the conversation as often as you need to, in order to stay present.

The third step to the Gift of Listening is to take a look at what is referred to as your habitual listening or your “already, always listening.”

Each of us has at least one habitual listening we use to filter conversations.

Habitual Listenings

  • I already know this; therefore, I do not really need to listen.
  • Get to the point. I do not have time for all the preamble.
  • I know where you are going with this and will help you get to the end.
  • Whatever you have, I have better. Hurry up and finish so I can show you mine.
  • I disagree with your position; therefore I will not listen further.
  • I am preoccupied with my own life story; I cannot pay attention to yours.
  • I am so overwhelmed with who you are, I cannot hear what you are saying.

Identify your habitual listenings and practice recognizing when they are in play. Knowing about them, and being willing to shut them off, is half the battle.

Here are some new Empowering Habitual Listenings you may replace them with:

  • I am here to hear all you have to say.
  • I am here to feel all you are feeling.
  • I am here to hear what you are not saying, as well.
  • I am here to source you, to empower you, to get what it is you want me to get about you.
  • It is all about you today.
  • Your story is the only story.
  • Your opinions carry opportunities for me to learn.
  • Your concerns are valid for you and today are my concerns, as well.
  • Today I see things through your eyes, hear through your ears and feel with your heart.
  • In this conversation, you speak and I listen … really listen.

The fourth step is to ask Hunch-Led Questions.

During these kinds of conversations you will feel questions that might be asked, either for clarification or to further the conversation down a path. Hunch-led questions need to be asked. Asking them will enrich the discussion. They are questions almost begging to be asked. They are, however, different from questions that you think up with your conscious mind.

The difference with Mind Questions is that they have an agenda to them. Mind questions think they already know the answer, and want to show they are right. Mind questions have opinions behind them. Mind questions have been thought out. If you find yourself entertaining any question that smells like this, do not ask it. If you find yourself with a hunch-led question ask it, even if you think it is too intrusive, too bold, or none of your business. If it is a hunch-led question, it is begging to be asked.

Listening at this level may seem like it takes a lot of energy and time. It may and it may not, depending on the person and topic. You can apply this level of listening to a 30-second conversation or a three-hour one. Either way you will provide the other person with an extraordinary experience.

The single most impactful word that describes what is accomplished here is “honoring” another person.

This is truly a spiritual experience for people, along the lines of unconditional love. Honoring people at this level is probably not something anyone has done for them since they were in the formative years with Mom and Dad, or the romance months of a new love. Applying this level of listening to any relationship—whether business or pleasure—will expand your horizons tenfold. You will have people wanting to be in your presence … for no other reason than they find you interesting and feel better about themselves when they are with you.

Although a lot of what is offered here may not have been used in the following story, it is a great testimony to the power of listening:

Be the Most Interesting Person They Have Ever Met

Decades ago the editors of Psychology Today magazine staged an experiment to establish the effects of listening and asking easy, probing questions. Staff members flew to LAX from New York. The editor flew in later, with the intention of meeting his seatmate and getting to know him on the five-hour flight. For the duration of the flight, the Psychology Today editor asked questions and listened. He asked more questions based on what he felt his seatmate wanted to talk more about, and avoided areas he felt he didn’t. His total “purpose for being” during the five hours, was to have the conversation be all about his seatmate.

As suspected, throughout the flight the seatmate never asked anything about the editor, not even his name.

As the seatmate disembarked the plane, the staff for Psychology Today was there to interview him. They simply asked him what he thought about the man seated next to him on the flight (the Psychology Today editor, whose name he did not even know). He responded: “He was the most interesting man I have ever met.”

Moral of the story: Being interesting may have nothing to do with your deeds, your opinions or your stories, but rather your interest in others.

In my brief 30-plus years of being in the supercharged people business, I have seen clearly that we spend most of our waking moments in an addictive unconscious quest to be known, honored and loved. We need to be trusted, admired and respected, as well. We go to great lengths to feed this addiction from the money we seek to earn, to the good deeds we make sure we get done, to the stories we tell of it all. Knowing how important it is to all of us, imagine how unique a gift you can be to your ever-widening circle of influence by just giving it to them in every conversation.

The gift of listening is the gift of healing.

– Richard