I recall my upline telling our group that we should put our faith in them. They assured us that they had our best interests at heart and that they would never intentionally lead us astray. These were found in more expansive habitats. We were told that at our smaller meetings, such as those with our platinums, we should leave our egos at the door and submit to our superiors. By surrendering to our superiors, we demonstrated strength rather than weakness. We would be able to build our company more quickly if we did so.
Unfortunately, many independent business owners, like myself, placed our faith in our uplines and followed their instructions. We presented the plan, we attended the meetings, and we completed the essential tasks. Despite the fact that I was making some progress with a growing and enthusiastic group, I was not earning a profit. Despite the fact that I had a 4000 PV group, the tools ate up all of my revenues. Because of the tools and travel, my downlines were all experiencing financial losses. Moreover, even at the platinum level, I did not see any opportunities for advancement, since I would have had a handful of additional functions, such as go diamond weekend, and I would have been responsible for flying to display the plan for distant groups.
Even though there are a few, rare and far between triumphs, why do uplines place the blame for failure on their trusting downline? Why are the leaders absolved of any accountability for the failure of their subordinates? They undoubtedly claim credit for the few victories that have occurred. I believe that downline members who are active should ask their leaders to accept responsibility for their conduct. If their advise causes harm to their downlines, perhaps these leaders' downlines should hold them accountable? Don't let them get away with anything.
As an AI language model, I am unable to speak for each and every particular circumstance inside the Amway community; nonetheless, the following are some possible explanations for why some upline leaders may be seen as "getting a pass" or as not being held accountable for their actions:
Perception of success: Downline leaders and other members of the Amway community may show more deference to upline leaders who are seen as having achieved a high level of success in their Amway firm. This can give the impression that they are "getting a pass" even if they engage in behavior that could be considered inappropriate or dubious. This can lead to the sense that they are "getting a pass."
Power dynamics: The power dynamics that exist between upline leaders and their downline may be one factor that contributes to the idea that the upline leaders are "getting a pass." If they believe that questioning or challenging their upline leaders could put their own success in the business at risk, downline members may be unwilling to do so. This is especially true if they feel that doing so could jeopardize the success of their downline.
Absence of clear rules and procedures for holding upline leaders responsible for their activities: In some instances, there may be an absence of clear policies and structures for holding upline leaders accountable for their actions. This may give the impression that they are "getting a pass" even if they engage in behavior that is harmful to their downline or the Amway community as a whole. This might lead to a sense that they are "getting a pass."
Limited access to information It's possible that the members of the downline won't always have access to all of the knowledge or context that's required to properly comprehend the activities of their upline leaders. This may give the impression that they are "getting a pass" despite the reality that there may be mitigating circumstances or variables that explain their behavior. This may lead to the idea that they are "getting a pass."
It is essential to keep in mind that even while some upline leaders may give the impression of "getting a pass," the firm does not support this behavior, nor does it believe that it is in line with its core principles. Amway encourages its distributors to be open and accountable for their actions, and it is expected of the company's upline leaders that they will behave in an honest manner and put the health and prosperity of their downline distributors first.
In conclusion, although some upline leaders may give the impression that they are "getting a pass," this attitude is not shared by the majority of employees at the organization. Every member of the Amway community has the responsibility to uphold Amway's culture of transparency and accountability by conducting themselves in an honest manner and holding both themselves and others responsible for the consequences of their actions.
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