Qd fast track training
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Pelatihan singkat untuk meningkatkan peringkat Qualified Diamond. Pelatihan memberikan motivasi dan strategi kepada peserta untuk naik peringkat, serta mendengarkan testimoni dari leader tentang pengalaman mereka. Peserta akan belajar tentang visi, strategi pemasaran, dan deklarasi diri untuk sukses dalam bisnis.
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Qd fast track training
- 1. QUALIFIED DIAMOND FAST TRACK TRAINING Andrie Eriek Stevensen International Diamond
- 2. QD FAST TRACK TRAINING Acara pelatihan yang di buat dalam bulan tertentu untuk meningkatkan VoLume Penjualan dan menciptakan banyak peringkat Qualified Diamond.
- 3. TUJUAN 1. Memberikan motivasi kepada member yg ingin naik ke peringkat Qualified Diamond 2. Menjelaskan Strategi-strategi 3. Deklarasi Diri 4. Aplikasi Diri
- 4. Selama Pelatihan / Training peserta akan : 1. Mengenal potensi diri mereka sebagai pemenang 2. Mendapakan keyakinan, bisa menjadi / naik peringkat QD 3. Mendapatkan Ide-ide baru, apa yang harus dilakukan 4. Mengenal beberapa tantangan yang akan dihadapi 5. Membuat strategi bisnis, Team work, Konsultasi. 6. Dapat bekerjasama dan mengikuti Sistem 7. Mendapat pengalaman dari para Leader
- 5. Dalam Pelatihan peserta akan mendapatkan tuntunan dan bimbingan dari para leader ID, GID dan PID. Peserta juga akan mendengarkan testimoni dari para Leader tentang pengalaman mereka menjalankan bisnis mereka dan pengalaman mereka naik peringkat QD.
- 6. Materi yang akan diberikan : 1.Visi dan Misi menjadi QD 2.Marketing Plan QD 3.Deklarasi DIRI 4.Strategi-Strategi 5.Testimoni
- 7. Untuk Sukses dalam Bisnis, jangan hanya menulis rencana bisnis anda di atas kertas dan pikiran anda, tapi tulis juga di dalam lubuk hati anda.
- 8. MENCARI KEBAHAGIAAN PRIORITAS DALAM HIDUP KKeesseehhaattaann OOppttiimmaall PPeenngghhaassiillaann LLeebbiihh BBeessaarr BBeerraammaall ddaann BBeerriibbaaddaahh
- 9. Compensation Plan Kualifikasi Peringkat Rp 1,5 Milyar – Tak terbatas Rp 40 juta – 350 juta DIAMOND GOLD INTERNATIONAL DIAMOND INTERNATIONAL DIAMOND Rp 14 juta – 120 juta LEADER 100LP PRESIDENTIAL DIAMOND 3.000LP 6 member 20.000LP 12 member 3 Gold International Diamond GLP : 1.000.000LP 20.000LP 12 member 3 International Diamond GLP : 250.000LP 20.000LP 10 member 2 Presidential Diamond 10.000LP 8 member 2 Diamond PLATINUM INTERNATIONAL DIAMOND Rp 4 juta – 47 juta Rp 140 juta – 1,5 Milyar
- 10. Winners International Network Strategic Intent: Strategic Theme: Build The Most Valueable and Passionate People •We are in the business Network Marketing of providing Healthy products, services and Wellness 10 WBAWI Vision Mission Strategy Values Create PID who Contribute to the Nation * Build Most and the Faster QD • Customer and Team Satisfaction • Financial Performance • Quality Growth of Network Company Value: “I CARE” 1. Integrity 2. Commitment 3. Accountable 4. Reliable 5. Empathy
- 11. Effective LEADER Matrix Adopted from : Stan Toler & Glen Martin VISION VALUES SKILLS RESOURCES STRATEGY EFFECTIVE LEADER Ineffective Execution Process = VALUES SKILLS RESOURCES = Confusion VISION SKILLS RESOURCES = Compromise VISION VALUES RESOURCES Crisis of = Trust VISION VALUES SKILLS = Frustration VISION VALUES SKILLS RESOURCES Wrong Start = STRATEGY STRATEGY STRATEGY STRATEGY
- 12. Kebiasaan 2—Prinsip ( Stephen R. Covey) Paradigma Tidak Efektif: Saya hidup apa adanya. (I live by default) Efektif: Saya hidup dengan rencana. (I live by design) Penciptaan mental mendahului penciptaan fisik. Perilaku • Membayangkan hasil yang akan diperoleh sebelum bertindak. • Menciptakan dan menjalani hidup sesuai dengan pernyataan misi pribadi. Hasil • Definisi yang jelas akan hasil yang diinginkan. • Perasaan akan makna dan tujuan yang lebih mendalam. • Kriteria untuk menentukan apa yang penting atau tidak penting. • Hasil yang lebih baik. 2 Mulai dengan Tujuan Akhir 37
- 13. Inspired A Shared Vision POWER QUOTE Seringkali kita mengeluh akan kurangnya waktu , masalah sebenarnya adalah kita kurang mengenali arah dan tujuan (Zig Ziglar)
- 14. Inspired A Shared Vision LEARNING POINTS 1. From “HERE” TO “THERE” 2. Power of FOCUS 3. Making Vision Works !
- 15. Inspired A Shared Vision 1. From “HERE” to “THERE”
- 16. Inspired A Shared Vision 1. From “HERE” to “THERE” Sir Walter Disney
- 17. Inspired A Shared Vision 1. From “HERE” to “THERE” HERE
- 18. Inspired A Shared Vision 1. From “HERE” to “THERE”
- 19. 1 October 1971
- 22. Inspired A Shared Vision 1. From “HERE” to “THERE” 1. Dalam area seperti apa dalam Network Anda saat ini yang Anda sedang upayakan untuk membawa orang dari “sini” menuju”sana” ? 2. Tuliskan alasan-alasan mengapa berada di tempat/situasi ‘saat ini’ bukanlah pilihan yang baik (hal yang buruk)… 3. Selanjutnya, tuliskanlah bagaimana caranya ‘melukis’ masa depan yang diharapkan , yang dapat menolong orang lain melihat dengan jelas mengapa mereka perlu bergerak kesana..
- 25. Brave Heart
- 26. Inspired A Shared Vision LEARNING POINTS 1. From “HERE” TO “THERE” 2. Power of FOCUS 3. Making Vision Works !
- 28. KEKUATAN FOKUS Satu-satunya alasan mengapa kita gagal adalah karena kurangnya FOKUS
- 29. Kekuatan Fokus Jumlah 2–3 4–10 11–20 Goal 2–3 1–2 0 Pencapaian Goal dengan Maksimal
- 30. KEKUATAN FOKUS Langkah Membuat GOAL Efektif Mengenali GOAL 1. Tetapkan :”I Want” vs “I Wish” 2. Jelaskan dengan Spesifik 3. Gambarkan dengan fokus 4. Prioritaskan 5. Perlengkapi diri 6. Simulasikan 7. Beritahu orang lain 8. Rencana cadangan
- 31. KEKUATAN FOKUS DISKUSI KELOMPOK Mengenali GOAL 1. Apakah yang membuat kita bersemangat mencapai goal ? 2. Bagaimana cara memaksimalkan diri dalam mencapai goal ? 3. Bagaimana mengatur waktu untuk mencapai goal ? 4. Mengapa orang lain harus mengikuti goal yang kita buat ? 5. Apa yang membuat goal seringkali ‘bocor’ atau tidak melekat ?
- 32. KEKUATAN FOKUS 5 MASALAH UTAMA Mengenali GOAL 1. MASALAH GOAL : Tidak Jelas – Terlalu Banyak 2. MASALAH PRIORITAS : Tidak Fokus – Konflik Kepentingan 3. MASALAH SUMBER DAYA : Waktu, Uang, Orang, Alat, Pelatihan 4. MASALAH IMPLEMENTASI: Action Plan – Monitoring – Konsekuensi 5. MASALAH KEYAKINAN : Sikap Mental - Pengalaman
- 34. Inspired A Shared Vision LEARNING POINTS 1. From “HERE” TO “THERE” 2. Power of FOCUS 3. Making Vision Works !
- 35. Making Vision Works !
- 36. Making Vision Works Visi / Ide harus BERBEDA (unik, kreatif, luar biasa). Visi / Ide harus MUDAH DIINGAT. Visi / Ide harus RELEVAN (SESUAI). Visi / Ide harus SEDERHANA. Visi / Ide harus SERING DIBICARAKAN.
- 37. Making Vision Works ! Application 01 : Find Your Theme Application 02 : Check the Fit Application 03 : Discover Common Ground Application 04 : Give Life to the Vision Application 05 : Vision Statement
- 38. Making Vision Works ! Application 01 : Find Your Theme
- 39. Making Vision Works ! Application 02 : Check the Fit VISION
- 40. Making Vision Works ! Application 03 : Discover Common Ground
- 41. Making Vision Works ! Application 04 : Give Life to the Vision Gunakan Metafora
- 42. Making Vision Works Application 05 : Vision Statement
Editor's Notes
- 1. Leaders Move People From Here To There. This is not just about the vision-thing. I used to think the first step for any leader is to cast a vision. Years of experience have shown me that is not the case because even after casting the most compelling vision some people will respond, "Bill, we really like here better than there." The first step play is not to make "there" sound phenomenal, the first play is to make "here" sound horrific and intolerable. We must build a strong case for why we can not stay put and why that will be disastrous. 2. Leaders Need To Identify Fantastic People. When looking for fantastic people to be on your team start with the three C's: character, chemistry and competency. However, lately I have been thinking about adding a fourth C: culture. Culture asks the question "Will they fit in around here?" Access your culture and write down 3. Leaders Need Create Mile Markers and Celebrations. In a marathon it is not the first few miles that are a struggle; it is easy to get off to a good start. The last few miles are not as challenging because the finish line is now in sight. The hardest part of the journey is are the long miles in between. What is needed: First, re-fill the vision bucket. The vision leaks over the miles and it needs to be re-filled. Secondly, is celebration for what you have accomplished. A celebration is not just for the finish line, but also along the way. There is a 40% differential in productivity between an inspired and an uninspired staff worker. 4. Leaders Need To Hear Whispers From God. God still speaks. Go still speaks to us everyday! You are not meant to do this alone. The smartest leadership moves I have made did not come from human wisdom. Ask yourself, "Do you think God still speaks?" If he does still speak, then what are you doing to hear from him everyday?
- Since the creation of Mickey Mouse and Donald Duck, the Walt Disney Company has provided cartoon lovers with hundreds of animated characters to cherish through movies, merchandise, and amusement parks. Walt Disney established a business empire based upon fantasy and what he considered to be good, old-fashioned fun. Disney’s imagination and determination helped his company to grow and prosper through several initial setbacks, the Great Depression, World War II, and the Cold War. His brand of fun continues to entertain today.
- On Friday October 1, 1971 - after seven years of planning - about 10,000 visitors converged near Orlando, Florida, to witness the grand opening of Walt Disney World. The Magic Kingdom, encompassing approximately 107 acres, featured Adventureland, Fantasyland, Frontierland, Liberty Square, Tomorrowland, a Main Street USA, and about 5,500 Cast Members. (MK was the only theme park at WDW.)
- 1. Leaders Move People From Here To There. This is not just about the vision-thing. I used to think the first step for any leader is to cast a vision. Years of experience have shown me that is not the case because even after casting the most compelling vision some people will respond, "Bill, we really like here better than there." The first step play is not to make "there" sound phenomenal, the first play is to make "here" sound horrific and intolerable. We must build a strong case for why we can not stay put and why that will be disastrous. 2. Leaders Need To Identify Fantastic People. When looking for fantastic people to be on your team start with the three C's: character, chemistry and competency. However, lately I have been thinking about adding a fourth C: culture. Culture asks the question "Will they fit in around here?" Access your culture and write down 3. Leaders Need Create Mile Markers and Celebrations. In a marathon it is not the first few miles that are a struggle; it is easy to get off to a good start. The last few miles are not as challenging because the finish line is now in sight. The hardest part of the journey is are the long miles in between. What is needed: First, re-fill the vision bucket. The vision leaks over the miles and it needs to be re-filled. Secondly, is celebration for what you have accomplished. A celebration is not just for the finish line, but also along the way. There is a 40% differential in productivity between an inspired and an uninspired staff worker. 4. Leaders Need To Hear Whispers From God. God still speaks. Go still speaks to us everyday! You are not meant to do this alone. The smartest leadership moves I have made did not come from human wisdom. Ask yourself, "Do you think God still speaks?" If he does still speak, then what are you doing to hear from him everyday?
- Dalam area seperti apa dalam organisasi Anda saat ini yang Anda sedang upayakan untuk membawa orang dari “sini” menuju”sana” ? Tuliskan alasan-alasan mengapa berada di tempat/situasi ‘saat ini’ bukanlah pilihan yang baik (hal yang buruk)… Selanjutnya, tuliskanlah bagaimana caranya ‘melukis’ masa depan yang diharapkan , yang dapat menolong orang lain melihat dengan jelas mengapa mereka perlu bergerak kesana..
- Self others trauma exp, beliefs system
- Steps to make your vision stick: Step #1: State it simply. If your vision is going to stick, then you must be able to state it in a moment. You’re trying to create a simple idea that every employee has in mind as the guiding goal. Step #2: Cast it convincingly Define the problem Offer a solution Explain why and why now. Step: #3: Repeat it regularly Regardless of how often you think you’ve repeated your vision, it’s not enough. Discover within the rhythm of your organization the best time to cast vision and make sure you don’t miss those opportunities. Step #4: Celebrate it systematically Vision is about the future. There aren’t any photos or artwork available of it. When someone embodies the vision, use that person’s example to underscore your vision and values. Step #5: Embrace it personally (and publicly)Embracing the vision personally and publicly gives you credibility. If you’re not doing what you’re demanding, then your people won’t be motivated. Vision has no autopilot. It requires constant care and attention. Action Plan: Dust off your team or organization’s vision statement. How can you simplify it? Drill into it with the intent of simplicity. Wrestle with the vision until you’ve distilled it into something memorable. At a staff meeting or company gathering, give your people a chance to share instances where they have seen the company vision on display through the actions of a teammate. Use their stories to underscore the values of your organization. Executive Summary from This free resource provided by MIS – Maximum Impact Simulcast Mi – maximumimpact.com Assemble your leadership team. Discuss the reason for your organization’s existence. Answer the following questions: What problem were we created to solve? How must we interact with our environment to fix that problem? What would go undone if our organization ceased to exist?
- Steps to make your vision stick: Step #1: State it simply. If your vision is going to stick, then you must be able to state it in a moment. You’re trying to create a simple idea that every employee has in mind as the guiding goal. Step #2: Cast it convincingly Define the problem Offer a solution Explain why and why now. Step: #3: Repeat it regularly Regardless of how often you think you’ve repeated your vision, it’s not enough. Discover within the rhythm of your organization the best time to cast vision and make sure you don’t miss those opportunities. Step #4: Celebrate it systematically Vision is about the future. There aren’t any photos or artwork available of it. When someone embodies the vision, use that person’s example to underscore your vision and values. Step #5: Embrace it personally (and publicly)Embracing the vision personally and publicly gives you credibility. If you’re not doing what you’re demanding, then your people won’t be motivated. Vision has no autopilot. It requires constant care and attention. Action Plan: Dust off your team or organization’s vision statement. How can you simplify it? Drill into it with the intent of simplicity. Wrestle with the vision until you’ve distilled it into something memorable. At a staff meeting or company gathering, give your people a chance to share instances where they have seen the company vision on display through the actions of a teammate. Use their stories to underscore the values of your organization. Executive Summary from This free resource provided by MIS – Maximum Impact Simulcast Mi – maximumimpact.com Assemble your leadership team. Discuss the reason for your organization’s existence. Answer the following questions: What problem were we created to solve? How must we interact with our environment to fix that problem? What would go undone if our organization ceased to exist?
- Steps to make your vision stick: Step #1: State it simply. If your vision is going to stick, then you must be able to state it in a moment. You’re trying to create a simple idea that every employee has in mind as the guiding goal. Step #2: Cast it convincingly Define the problem Offer a solution Explain why and why now. Step: #3: Repeat it regularly Regardless of how often you think you’ve repeated your vision, it’s not enough. Discover within the rhythm of your organization the best time to cast vision and make sure you don’t miss those opportunities. Step #4: Celebrate it systematically Vision is about the future. There aren’t any photos or artwork available of it. When someone embodies the vision, use that person’s example to underscore your vision and values. Step #5: Embrace it personally (and publicly)Embracing the vision personally and publicly gives you credibility. If you’re not doing what you’re demanding, then your people won’t be motivated. Vision has no autopilot. It requires constant care and attention. Action Plan: Dust off your team or organization’s vision statement. How can you simplify it? Drill into it with the intent of simplicity. Wrestle with the vision until you’ve distilled it into something memorable. At a staff meeting or company gathering, give your people a chance to share instances where they have seen the company vision on display through the actions of a teammate. Use their stories to underscore the values of your organization. Executive Summary from This free resource provided by MIS – Maximum Impact Simulcast Mi – maximumimpact.com Assemble your leadership team. Discuss the reason for your organization’s existence. Answer the following questions: What problem were we created to solve? How must we interact with our environment to fix that problem? What would go undone if our organization ceased to exist?
- Steps to make your vision stick: Step #1: State it simply. If your vision is going to stick, then you must be able to state it in a moment. You’re trying to create a simple idea that every employee has in mind as the guiding goal. Step #2: Cast it convincingly Define the problem Offer a solution Explain why and why now. Step: #3: Repeat it regularly Regardless of how often you think you’ve repeated your vision, it’s not enough. Discover within the rhythm of your organization the best time to cast vision and make sure you don’t miss those opportunities. Step #4: Celebrate it systematically Vision is about the future. There aren’t any photos or artwork available of it. When someone embodies the vision, use that person’s example to underscore your vision and values. Step #5: Embrace it personally (and publicly)Embracing the vision personally and publicly gives you credibility. If you’re not doing what you’re demanding, then your people won’t be motivated. Vision has no autopilot. It requires constant care and attention. Action Plan: Dust off your team or organization’s vision statement. How can you simplify it? Drill into it with the intent of simplicity. Wrestle with the vision until you’ve distilled it into something memorable. At a staff meeting or company gathering, give your people a chance to share instances where they have seen the company vision on display through the actions of a teammate. Use their stories to underscore the values of your organization. Executive Summary from This free resource provided by MIS – Maximum Impact Simulcast Mi – maximumimpact.com Assemble your leadership team. Discuss the reason for your organization’s existence. Answer the following questions: What problem were we created to solve? How must we interact with our environment to fix that problem? What would go undone if our organization ceased to exist?
- Steps to make your vision stick: Step #1: State it simply. If your vision is going to stick, then you must be able to state it in a moment. You’re trying to create a simple idea that every employee has in mind as the guiding goal. Step #2: Cast it convincingly Define the problem Offer a solution Explain why and why now. Step: #3: Repeat it regularly Regardless of how often you think you’ve repeated your vision, it’s not enough. Discover within the rhythm of your organization the best time to cast vision and make sure you don’t miss those opportunities. Step #4: Celebrate it systematically Vision is about the future. There aren’t any photos or artwork available of it. When someone embodies the vision, use that person’s example to underscore your vision and values. Step #5: Embrace it personally (and publicly)Embracing the vision personally and publicly gives you credibility. If you’re not doing what you’re demanding, then your people won’t be motivated. Vision has no autopilot. It requires constant care and attention. Action Plan: Dust off your team or organization’s vision statement. How can you simplify it? Drill into it with the intent of simplicity. Wrestle with the vision until you’ve distilled it into something memorable. At a staff meeting or company gathering, give your people a chance to share instances where they have seen the company vision on display through the actions of a teammate. Use their stories to underscore the values of your organization. Executive Summary from This free resource provided by MIS – Maximum Impact Simulcast Mi – maximumimpact.com Assemble your leadership team. Discuss the reason for your organization’s existence. Answer the following questions: What problem were we created to solve? How must we interact with our environment to fix that problem? What would go undone if our organization ceased to exist?
- Steps to make your vision stick: Step #1: State it simply. If your vision is going to stick, then you must be able to state it in a moment. You’re trying to create a simple idea that every employee has in mind as the guiding goal. Step #2: Cast it convincingly Define the problem Offer a solution Explain why and why now. Step: #3: Repeat it regularly Regardless of how often you think you’ve repeated your vision, it’s not enough. Discover within the rhythm of your organization the best time to cast vision and make sure you don’t miss those opportunities. Step #4: Celebrate it systematically Vision is about the future. There aren’t any photos or artwork available of it. When someone embodies the vision, use that person’s example to underscore your vision and values. Step #5: Embrace it personally (and publicly)Embracing the vision personally and publicly gives you credibility. If you’re not doing what you’re demanding, then your people won’t be motivated. Vision has no autopilot. It requires constant care and attention. Action Plan: Dust off your team or organization’s vision statement. How can you simplify it? Drill into it with the intent of simplicity. Wrestle with the vision until you’ve distilled it into something memorable. At a staff meeting or company gathering, give your people a chance to share instances where they have seen the company vision on display through the actions of a teammate. Use their stories to underscore the values of your organization. Executive Summary from This free resource provided by MIS – Maximum Impact Simulcast Mi – maximumimpact.com Assemble your leadership team. Discuss the reason for your organization’s existence. Answer the following questions: What problem were we created to solve? How must we interact with our environment to fix that problem? What would go undone if our organization ceased to exist?