PERSPECTIVES
People Work Better Together

Rarely, if ever, is anything of any real importance accomplished by individual effort. The ability to work interdependently as part of a whole is a critical success skill.

Books of NoteLettersNews to UseWords of Wisdom
Mini-reviews of The 17 Indisputable Laws of Teamwork Workbook, by John C. Maxwell, and Win as a Team While You Dare to Dream!, by Dr. Tom Barrett • "Are you a beacon of integrity?" • Quotations of famous thinkers on the nature of life and teamwork • Trends and signs of these networking times.

Our Times
A panel of five guest editors on the question, "Is it teamwork…or teamplay?"

LEADERSHIP
Love What You Do for a Living?

Landy Chase
Sales trainer Landy Chase essays on the virtues of top dentists: they have healthy egos (in the best sense), excellent communication skills, exceptional professional and technical skills…but most importantly, they love what they do—the successful networker’s most crucial attribute.

GREATEST NETWORKER
What Makes a Team Work?

John Milton Fogg
In a word, Synergy—the favorite word of the great architect and philosopher Buckminster Fuller. The whole is way more than the sum of its parts, and "Bucky" provided a mathematical equation that shows just how much that "way more" really is.

RICH DAD
The Real Value of Your Network

Robert T. Kiyosaki
Master financier Robert ("Rich Dad Poor Dad") Kiyosaki extols the virtues of Metcalf’s Law—another equation every networker should know about. This one illustrates the mathematical fact that as the numbers in your network increase arithmetically, its value increases geometrically.

BLUEPRINT
Your Four "P’s" for Success

Jack M. Zufelt
They are: proper perspective, proper prospecting, proper presentation, proper persistence. Sales trainer and author Jack M. Zufelt offers a primer on each of the four as a succinct, boiled-down-to-essentials blueprint for building a successful network.

PERSONAL GROWTH
A Different Recipe for Success

Dan Conlon
"Self-doubt, stress and anxiety? Bring ’em on!" With that, Conlon launches into an essay on the virtues of stretching one’s limits, taking risks and venturing out of the comfort zone in the pursuit of success and mastery. The process, says Conlon, is paradoxically two-fold: on the one, it requires learning new skills and attributes; on the other, it calls up a process "that looks like erosion: wearing away "your rough edges" to reveal the truer image of you "that exists within the marble."

ABUNDANCE
Is It Better to Receive?

Teresa Romain
Romain says that a milestone in her capacity for abundance was the realization that she was "receiving-impaired": an upbringing guided by the principle "it is better to give than receive" bred into her a habit of resisting help, recognition, appreciation, gratitude and other similar gifts. "With this knee-jerk, automatic deflector shield solidly in place, you and I will frequently and unknowingly block opportunities for support, love, money and other forms of abundance."

LEAD STORY
The Wright Stuff

Over 30 years ago, Kurt Wright made a life- and work-altering decision. He stopped asking, "What’s wrong?" and instead started asking, consistently and probingly, "What’s right?" Kurt and his wife Patricia now direct Clear Purpose Management, Inc., an international consulting and leader-coaching firm, where they shift their clients 180 degrees from the commonplace "find-what’s-wrong-and-fix-it" mindset, to one of asking "What’s right?" questions instead. "What’s right" questions, the Wrights assert, move our minds from deductive and analytical thinking to accessing the synthesizing power of intuition—from negative to positive, problems to possibilities. And on top of their remarkable success as consultants, the Wrights have used Wright questions to build a successful networking business. In this extraordinary interview, Kurt and Patricia explain the nature of intuition (including why neither words nor numbers operate fast enough to serve as languages for intuition), and detail a progression of five "what’s right?" questions to help tap the optimum power of both individual and team.

THE NT INTERVIEW
The Mood of the Team

Chris Majer has trained and coached world-class athletes, big businesses (such as AT&T, Intel and Nike), and elite military units of Army Special Forces, Marines and Navy Seal; he and his team once took a major US corporation from losing money to a $3 billion profit! A man who understands the dynamics of team in every imaginable context, Chris talks about the essential leadership responsibilities and management strategies required to establish and maintain the direction and health of a high-performance team.

THE HEART OF BUSINESS
Doug Wead: Networking’s Charitable Edge

Author of the current New York Times best-seller All the Presidents’ Children, Doug Wead started out as a minister and writer. In the 1970’s, he launched a career in humanitarian service, co-founding a refugee fund in response to famine in Cambodia under the repressive Pol Pot regime. At the same time, he launched two other careers—one in political work, earning him a position as Special Assistant to the President under Bush (Senior), and one as a successful network marketer.

MASTER NETWORKER
Kevin Robbins: Second-Generation Success

Kevin’s father Ray was a super-successful networker—but son Kevin wanted to be his own man…and wasn’t so sure he was cut out to follow in his father’s footsteps anyway. After a brief career as a successful but harried corporate salesman, Kevin "discovered" networking—and mastered it on his own terms.

PROFILES
Lisa Borelli: Success at Your Own Pace

Lisa Borelli has arrived at her recipe for avoiding burnout the hard way. First she closed her successful mortgage company (in a burgeoning Florida real estate market) to start a family. Then she walked away from her first experience in networking—while successful, it also took her away from her family. Today, she’s found the right balance.

PROFILES
Frank and Annette Petrocelli: Part-Time Job, Full-Time Income

Between failing health and a deteriorating business, things were going badly for Frank and Annette Petrocelli, when one day, Frank’s son happened to give him a video on a business his girlfriend’s father was getting involved with.

PRESENTATION
Making the Choice to Succeed

Steve Siebold
"How do I become mentally tough enough to succeed?" Citing this as the most-often-asked question he’s heard in nearly 20 years of coaching and training, "toughness coach" Siebold says the answer is "systematic desensitization": systematically exposing yourself to whatever it is you’re afraid of until, in time, it no longer holds any power over you.

NETWORKING
Your Roadmap to Success

Bob Burg
While having dinner in Barbados with clients, networking guru Burg learned an interesting travelogue’s factoid: this relaxed island community was host to the only McDonald’s franchise in history that never got off the ground. Why? They refused to follow the system. This first of a three-part series extols the virtues and value of the system as a roadmap.

THE PROFESSION
Integrity or Liability?

Justene Adamec, Esq.
People join a networking opportunity for the promise it holds—bottom line, for the promises made by you, the prospecting networker. Attorney Adamec takes a close look at the nature of the promises you make and offers some sound counsel on how to make promises that preserve your integrity while keeping you out of trouble.

MARKETING
Finding Your Target Market

Tom Schreiter
It’s easy to flail away, approaching prospect after prospect with no success—if you’re approaching the wrong prospects. The good news: It’s easy to get great leads—and even inexpensively—if you target your market. It starts with the question, "Who uses my product?" and slips into high gear with the follow-up question, "Who naturally comes into contact with those people?"

THE CUSTOMER
The Top Ten Networking Mistakes

Dawn Siebold
In a Letterman-style countdown, Siebold explains this tabulation of the top ten not-to-do’s:
(10) moving too fast;
(9) a boring presentation;
(8) not customizing the presentation to the prospect’s needs;
(7) not offering a personal guarantee;
(6) poor follow-up;
(5) not offering a reason to act today;
(4) being too pushy;
(3) not being prepared;
(2) not asking for the order; and last but most certainly not least,
(1) not having fun.

THE CLOSE
Giving Up Your Right to Be Right

John David Mann
You serve a team only to the degree that you give up the right to be right. The person most driven by that need will ultimately destroy the team—and the person most free of that need is where the heart of the team most resides.