Team Leader, Team Player, Join The Success!

Released on = July 24, 2005, 10:08 pm

Press Release Author = Mark Puckett/CyberWize

Industry = Management

Press Release Summary = Brad Hager is a believer. "Everyone can win in network marketing, " asserts the 39-yesr-old in his easy, North Carolina tones. “Whether or
not they have any kind of sphere of influence, anybody can get in and win. I just love it.” Brad has worked on both the corporate and the field sides of the industry
fence. As national development director for a network marketing company in the early 90’s, he developed a company-wide recruiting and training system that duplicated like wildfire and led that company to over $100 million is sales. As a distributor, Brad went on to build an organization of over 65,000 people in only three years.

Press Release Body = Hager’s life now shows the fruits of his labors He lives in a $1.4 million house in Laguna Beach, California, with wrap-around decks on three levels and a view of Santa Catalina Island. He drives a Classic red Jaguar (which his company pays for)-when he’s home, that is. That’s fairly seldom. To build his business and support his people, Brad jets back and forth across the country continually, between home, his East Coast condo, and hotels all between.

But try to get him to blow down his own horn, and all you’ll hear Brad talk about is his people. In fact, Brad first came to our attention because of his “team first”
system for building his business. We kept getting letters at NML that said we ought to run a story on a man named Brad Hager.

Said one letter, “I’m an ordinary house-wife making a $30,000 monthly income because this man stood shoulder-to-shoulder with and built it every step of the way.”

Said another, “Brad is a team player extra-ordinaries. No one will roll up his sleeves and get to work faster than Brad.”

Birth of a System

In 1998, Brad joined Espial International, a Denver-based company with a broadline of natural home products, nutraceuticals, natural personal care, and weight loss
products.

“The company was 10 years old,” says Brad, “financially solid, run by people of impeccable integrity-and I’d never heard of them.” The company’s owner signed Brad
direct to the company, and he rapidly began putting his system to work. He became the company’s top distributor in only seven months.

At the core of Brad’s approach is a national ad leads program, which, as he puts it “allows the little guy as well as the big guy to win.”

Contrary to the warm-market-first strategy so common in the industry, Brad points out that most people don’t want to prospect their friends and family-at least, not
when they’re new in the business.

“We do teach the three-foot rule [i.e., talk to everyone within three feet].But you don’t go out and build a house with a toolbox that has nothing in it but a hammer.
Our system expands your toolbox so you can reach people you would otherwise never know.”

The system is based in a national ad program in which all the leaders participate as a team. The upline and local team work with the leads.

With 24 hours after signing in, a new business-builder in Brad's organization could find her with qualified leads being interviewed by trained leaders throughout the
country.

“It’s a total package,” explains Brad. “It’s not just that you place an ad. You also have the top people doing calls with you, training you every step of the way, and
you have your upline or even your sideline doing interviews for you. Even the training process is a carefully orchestrated team effort.”

Obviously, knowing how to word the ads effectively and how to manage all the logistics of coordinating a national team is the fruit of years of trial and error.
Three years ago, Brad wrote a training manual outlining his ad program that included 8i tested ads.

“The beauty is using the ads,” says Brad, “is that instead of trying to beg people or create a need for the opportunity, you’re working with people who respond to the ad. They’re pre-qualified—they want the opportunity.”

As important it is to have the right ad copy and all the logistics down, the key to the whole system, asserts Hager, is the right teamwork.

“You can’t do this alone. If you try to do it solo, then you’re the only one interviewing, and it’s a huge burden. You just can’t get massive momentum going
unless all your key leaders participate as a team.”

The teamwork that underpins Brad’s system, say his people, is even more important that any of the specifics of how they manage the ad program. He comments, “Several
people I the other organizations bought copies of my manual, and it didn’t really work-they just didn’t have the leadership team to make it work.”

Talk the Talk, Walk the Walk

We asked Brad, what is the key to team leadership?

“Never ask people to do anything you’re not willing to do yourself. If I ask you to do three-ways or lead interviews,” he went on, “and I’m not doing them, then I’m not
leading- I’m just telling you what to do. A real leader is a tem player on his own team. You need to be in there day and night, doing three-ways, leading meetings, and
actually doing the business with your people.

“There’s a scene in the movie ‘Good Will Hinting’ that expresses this beautifully. The Robin Williams character has gotten mad at Will and stalked out of the
building, and now they’re sitting together on a park bench on the Boston Commons. And he says, ‘you know what, Will? You’re smart-oh yeah, you’re smart. You know all
about 747s, you can tell me how much fuel they hold, you can tell me how many meals they serve, how many people fit into one-but I bet you’ve never ridden on one…If I
asked you about war, you could tell me all about it-but you’ve never been in one. Until you’ve seen your best friend on the battlefield looking up at you, gasping
for his last breath and asking you for help, you don’t know what war is.’

“Well, until you’ve been in the trenches with your people, actually building day to day, theory is theory.”

According to the people in his organization, Brad exemplifies “servant leadership.” He teaches his leaders that the key to success is “taking your eyes off yourself and putting them on your people.”

“Leaders need to realize,” says Brad, “that people’s dreams can be fragile. They may not have the self-esteem to hold onto their dreams until they start taking ownership
of the business. Most have been knocked down so many times and told ‘No, you don’t deserve that, money doesn’t grow on trees, you’ll never do that…’ But they believe
in you-so you have to hold that dream with them. Once they see that you’re going to be with them every step of the way, they can start to hold it themselves.”

To make sure that his people get that every-step-of-the-way support, Hager spends the lion’s share of his time in interviews and on three-way calls, and takes great
pains to make sure that all his team members have full access to him.

“Everybody in my organization, whether they’ve been in one year or one day, has my cell phone and my home phone. I want these people to know how to reach me. I am always accessible.”

Brad is quick to praise his people, and makes a point of doing so in front of their groups. In Hager’s organization, recognition is swift-and abundant.

“Something I learned from the One-Minute Manager is ‘Catch them doing something right.” You have to empower your people or they won’t become leaders. Les Brown said
years ago, ‘Look at a man as he is, and he only becomes worse; look at him as he could be, and he becomes as hi should be.’”

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