Monthly Archives: December 2011

Princibles to Review to Build A Life Team

In the business that  and the rest of the has launched  is growing at a fast rate! It’s very exciting to talk to people in different locations around the country and hear the stories of the personal growth taking place. I wanted to take a moment and write out some of the principles that I have learned from the Team training system that has helped me to build a community and develop leaders.

1) Dare to dream: Our dreams are our blue prints of our future successes. The people who have the biggest success in life are always the biggest dreamers. Our dreams and the belief we have in getting those dreams will determine the level of commitment we have to do the right things long enough to achieve those dreams.

The dreams you have is the only boss on the Life Team that you have. They will drive you into action.

2) The power of belief: It is so very important to replace the thinking of “I can’t” with the thoughts of “I can”. When you believe in what you’re doing your activity in all areas will be more effective, your passion will be on display.

What helped me get my belief was digging into cd’s, reading the right books, showing our business plan, and attending events on a consistent basis.

3) The courage to take action: Consistent action and perseverance of rotating the 5-step pattern and developing myself gets results and builds confidence. Leading by example will influence your teammates to follow you when they see the results you are getting by going power player.

4) Take responsibility: This is your business. Whatever happens good or bad the leader is responsible. Be sure to know your where your ticket numbers are for the next seminar, know where your system count is at all times, and when those two key indicators grow, your volume in Bonvera will grow.

Take responsibility to putting a game plan to the goals that you have set for the week, month, and year.

Take responsibility for the depth in each of the legs that you are working in. As they grow ten deep a month, you give the credit to the guy or gale that lead you to them. If they don’t go ten deep, accept responsibility and PDCA with your mentor to figure out why.

Take responsibility for setting up your tap roots for power player, that is where you get multiplication on your teams is breaking power players.

5) Attitude: Would you be in business with you? Do you see things in a positive light or a negative light? The things I found to keep my attitude up was cd’s, reading attitude books like “Attitude Is Everything” by Jeff Keller, and “The Difference Maker” by John Maxwell. These materials are incredible to push out the negative and feed the positive.

6) Develop Productive Habits: While you’re in business mode is everything you do getting you closer to your goals or further from your goals? When I was working a full-time job, I had to be as efficient as I could since I worked a lot of hours a week, so some of the habits I had to acquire were

1 do only what I could do

2 create the habit of reading everyday

3 listen to cd’s on a daily basis

4 associate with positive people

5 be coached and mentored

6 overcome my goliaths

7 personal mastery

8 move my business forward everyday by either stp, doing a f/t, or developing self

9 attend everything required for power player

10 show the plan 15 times a month

these were not easy habits to form right off the start, the belief in getting my dream made it easy to form these habits which I still live by today.

7) Manage your emotions: Can everyone tell how you feel by your facial expressions? If people are always asking you if something is wrong, you may want to smile a little more!

8 Prepare for success: Are you listening to 4-6 cd’s a day? Are you reading 2-4 books a month? Do you pdca with a mentor on a 30 day basis?

9) Change: The key to change is having a big enough goal that makes us get better everyday. Change is what is going to get you to where you want to go!

God Bless,

Jim Martin


What a Life Commitment is About



A great business leader once said:

“…the basic philosophy, spirit, and drive of an organization have far more to do with its relative achievements than do technological or economic resources, organizational structure, innovation, and timing. All these things weigh heavily in success. But they are, I think, transcended by how strongly the people in the organization believe in its basic precepts and how faithfully they carry them out.  has put in place in the Business the spirit and drive to restore hope back into people, thousands of people believe show up at seminars every month to get information on how to build their communities and spread truth in the American culture. There could not be a better time for the  Business to be launched and carried on.

As true as this is for the success of a corporation, it is even more so for the individual. The most important single factor in individual success is COMMITMENT. Commitment ignites action. To commit is to pledge yourself to a certain purpose or line of conduct. It also means practicing your beliefs consistently. There are, therefore, two fundamental conditions for commitment. The first is having a sound set of beliefs. There is an old saying that goes, “Stand for something or you’ll fall for anything.” The second is faithful adherence to those beliefs with your behavior. Possibly the best description of commitment is “persistence with a purpose”.

Many successful business people are hailed as visionary leaders. On careful inspection they are found to be individuals who hold firmly to a simple set of commitments, usually grounded in beliefs such as “the best product money can buy”, or the highest possible customer service”. It is the strength of these commitments, religiously followed, that led to their business success. Life has provided world-class products with a commitment to continue to deliver.


It appears that effective leaders hold dearly to a half-dozen commitments. The first, and most basic, of these is a commitment to a set of values, principles or beliefs. These underlying principles define both the organization’s uniqueness and the fundamental direction in which it wants to lead. This first commitment leads to a common vision and purpose within the organization.

The second commitment is to oneself, to how one acts as a leader. An effective leader possesses a strong sense of personal integrity and self confidence. This leads to a willingness to share the credit for success. Another side to this commitment is a deliberate emphasis on continual self-improvement. We in Team have always strived to be the best person we can become, not to change who we are, but to be what God created us for.

The combination of a strong, positive commitment to self and to a set of principles serve as a foundation to effectively maintain the remaining four commitments. These commitments are to: God, customers, results, teammates, and the organization.

Everyone has a customer and is a customer to someone else. Customers are usually thought of as external to the organization who needs your product or service. A question worth asking is, “How much are others willing to pay for my work?” The price your customers are willing to pay measures its values in their eyes.

Besides serving customers, all organizations target specific results. Given the large number of demands placed on all of us, it is important to concentrate on achieving the most important goals and objectives. Commitment to results is largely determined by how clear priorities are, what actions get rewarded, and what risks are being taken to improve intended results.

The next commitment is to the people. The quality of the organization’s commitment to customers and results is largely based upon the quality of its commitment to people. The simple reason for this is that it is these people who serve the customer and achieve results. How are people treated in the organization? Commitment to people is largely the product of treating people with respect, challenging them, and giving them effective feedback on how they are doing. Life coaching is so important, your coach has been where you are at and they will help you move forward.

The final leadership commitment is to the larger organization. Communication is the key with this commitment. How people talk to, and about, each other greatly affects the quality of cooperation. How open are the channels of communication up, and down?  Will people support policy counsel decisions and changes?

Balancing all six commitments is the key to well-directed leadership. When management supports its employees, they will be able and willing to achieve intended results, When these results support customer needs and expectations, customers will support the organization with their business. A strong and healthy organization can then continue to show commitment to its people. The glue that holds this process together is the values and leaders in the organization.


Effectively demonstrating commitment to others, to the organization’s basic principles, and to oneself is never easy. The truth is, demonstrating commitment is hard work. Wavering commitment is usually seen as no commitment at all. The only way to achieve a reputation for commitment is through determination and persistence. Genuine commitment stands the test of time.

Day to day, commitment is demonstrated by a combination of two actions. The first action is called supporting. Genuine support develops a commitment in the minds and hearts of others. This is accomplished by focusing on what is important and leading by example. It is not uncommon for people to be either confused as to what is important, or lose sight of it over time. Supporting means concentrating on what adds value, spotlighting what’s working, and rewarding others who are focusing on what is important and leading by example. A crucial aspect of true support is standing up to those who would undermine commitment, those whose words or actions show disrespect.

The second action underlying commitment is called improving. Improving stretches our commitment to an even higher level. Commitment means a willingness to look for a better way and learn from the process. It focuses on eliminating complacency, confronting what is not working, and providing incentives for improvement. The spirit of improving is rooted in challenging current expectation and ultimately taking the risk to make changes. These changes are based more on an optimism in the future than dissatisfaction in the past.

It is the combination of both supporting and improving behaviors that makes up the practice of commitment. Separately neither action is capable of sustaining commitment. Promoting alone can come across as a shallow and pollyannish. Continuous improvement can be seen as “good is never good enough”. Together they provide a needed balance. Both are essential to commitment.


Commitment is most difficult and most readily proven during tough times. How someone weathers the storms most clearly demonstrates their basic beliefs. In antiquity, Epicurus stated: “…a captain earns his reputation during the storms.” When your competition scores big against you, when the money dries up, or when the glamour of success wears off, this is when it is easiest to compromise your commitments. The real test comes when you can hold the line against the easy route of compromise.

Fortunately, paying the price that commitment commands has payoffs worth the cost – a reputation for integrity and, even more important, the commitment of others in return. Commitment is a two-way street. You only get it if you are willing to give it.

God Bless

Jim Martin

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