Back in my Amway IBO days, one of the most important lessons I learned was the need of being accountable. The importance of keeping your word and following through on your promises. For the most part, this appears to be a positive development, particularly in the corporate world. Right? Make a commitment and follow through on it. However, as with most in Amway, it sounds good until you put it into practise.For starters, those in the upper echelons who teach this theory aren't held responsible. Where has the fruit of the tree and the route of success vanished into thin air? Why aren't more sales and outcomes being generated by goops and functions? Why is it that IBOs who follow instructions but fail are held accountable? When something like this happens, where is the up line? 'Up line,' I say. Sure is quick to take credit for their accomplishments and pat themselves on the shoulder.
Furthermore, some of the responsibilities placed on independent business owners are beyond their immediate control, and there are roadblocks produced by the Amway brand's reputation, such as hostility, that need to be navigated around. Although you cannot force individuals to see the plan, sign up, or purchase Amway products, it is expected of you by your upline if you want to be successful. If just a few of these critical procedures are not followed, a promising young IBO might quickly become a failure who has no one else to blame but himself.
So, I'd like to know, where is the upline's accountability? When it comes to results and expectations, the system does not produce what is demonstrated in recruitment meetings. Who is ultimately responsible for this? What is the abyss? I don't believe that is the case.
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