Many friends who pursue success in Amway often spend a lot of time studying the methods of success, but don't take the time to understand the reasons of failure, so they fall into the trap of failure.

"Learning from failure" seems to be a very popular theme recently, and many best-selling books on business management or personal growth are discussed from this perspective.

In this paper, ten reasons that are most likely to lead to failure are summarized from many practical cases, which can be used as a reference for partners who are eager for success to see if they accidentally stepped on a mine unconsciously.

First, there is no determination and the spirit of "must"

From the perspective of Amway's entrepreneurship, if you want to achieve great achievements and better results in a short time, you naturally have to pay more and endure more setbacks.

However, when many partners are successfully infected, they often just "try" or "get to know", and they simply don't make up their minds to do it at the beginning of the operation. As a result, I either feel "personality is not suitable" or "different from what I imagined"

Really can't do it? Absolutely not, but all success in any field will not be achieved by "hard work", and it is definitely not possible to suddenly "know good grades" by "knowing".

Needless to say, many partners who have just come into contact with Amway are not familiar with and understand the field of direct selling, and naturally they are not sure whether they can succeed in this field.

However, after a period of operation, through successful cases or in-depth understanding and analysis, if you really feel that this business can be done, you must adjust your mentality and go all out with the determination of "being sure to succeed".

Second, I didn't really agree with Amway culture and the spirit of direct selling.

When we do training on different occasions, we usually ask our partners two basic core questions about running Amway, namely:

1. What should I pursue in my life? What is the goal of life?

2. Why should I do Amway? What is the reason?

The first question is to confirm your partner's motivation. Whether in the traditional or direct selling industry, entrepreneurship needs strong ambition to succeed. When the ambition is strong enough, it can set off a strong action force, and when encountering setbacks, it will have enough strength to overcome obstacles and persist in the final success.

Where does "ambition" come from? It comes from knowing the goal that life is eager to pursue. The clearer the goal of life, the stronger the inner ambition, which can be said to be the first condition for the success of Amway.

The second question is more crucial. I've met most of the partners who have good conditions and are really interested in pursuing success. The reason why they can't succeed in Amway is that they "lack confidence in the cause of Amway, or don't understand the true spirit of direct selling", so that they can't resist other people's gossip and influence themselves because of other people's words in the process of hard work and struggle. Finally, I even had doubts or negative thoughts and finally gave up.

In fact, operators can only operate with confidence if they deeply understand the true meaning and value of "Amway Business". After all, "believing" is the first condition for success in any field. Only when you really believe, can you devote yourself wholeheartedly, can you detonate your inner potential energy and sprint your best results.

If you don't really understand Amway and agree with Amway and its partners, you will easily be influenced by other people's opinions. In the process of running their business, they are often disturbed by many emotions, spend a lot of time wondering whether they have made the right choice, and even dare not share their business in large quantities because of lack of confidence, so their development will naturally encounter bottlenecks.

Third, only sell but not pass or pass.

"Selling products" and "building business" are the two legs of Amway's success. Only by having both can we go smoothly. However, in practice, many partners unconsciously favor one aspect and neglect the other, which leads to bottlenecks in development.

First of all, as far as "selling only without paving" is concerned, some partners only operate Amway in the direction of "selling products". So they define themselves as "business people" in traditional undertakings, and the focus of all their work is "selling products". I can't understand the concept of market multiplication. Even if someone in the organization wants to run because they are moved by the product, they all teach how to sell the product. So the operation of the venue is not so important to them. Anyway, one-on-one sales can be effective, and the venue is dispensable for them.

What's the problem of "selling without passing it on"? The performance is naturally not big, and the speed is not fast.

In addition, because all efforts are focused on "sales", the partners found are also "sellers", lacking the "pattern and concept" of business operators, and the organization lacks the motivation and enthusiasm for career orientation, the growth of performance will naturally be greatly limited.

Another problem compared with "only selling without passing on" is "only passing on without selling". Because of misunderstanding the meaning of "multiplication", I always think that as long as I can "open a branch", I can get twice the result with half the effort. Therefore, I only pay attention to "career demands", communicate with each other when I meet people, and teach my subordinates to "communicate their careers again" while ignoring "selling products". So, even if you find many business partners, because you didn't help them share products and build a "consumer group", the performance of these partners is zero. What is the result? Even if there are 1000 business partners, what's the use of each without performance?

In fact, the concept of "opening a branch with a career orientation" was right at the beginning, but it is meaningful to open a branch with real performance and develop a certain customer base. Otherwise, everyone is a business operator, just looking for a business operator, but not letting the products market. So where does performance come from?

Fourth, there is no integration into the venue.

For many partners who run Amway for the first time, they are often not very clear about the function and role of the venue. For example, many newcomers don't understand that since the program is used to help us recruit new people, why should we take the time to participate without new people? Even many newcomers think that they are afraid that there are not enough people at the venue, so they have to attend by themselves to make up for the number of people and create momentum.

In fact, partners who really understand the system operation will clearly know that there are actually many functions in the venue. The first is to "give play to the effect of infection motivation." For many newcomers who have just started a business, they either want to succeed very much, and their enthusiasm is not enough to overcome their fears, or they have been in business for a while, and their enthusiasm has dropped and they have retreated. Therefore, going to the venue regularly can make newcomers infect the heat of the venue. When the ambition of success burns to a certain extent, it is natural to take the first step of success. In addition, because I attend meetings regularly, every time my enthusiasm and determination to succeed drop a little, I get new encouragement through meetings, reminding myself to be more energetic and naturally it is not easy to return to the original point.

The second function of the venue is learning. Learn the skills of product introduction and sales by attending the venue, and learn the essentials of career sharing and recommendation through 48355, so that partners can strengthen their skills while operating through the venue. So, when we or our partners don't want to attend the meeting because we didn't bring new people, ask ourselves if we can speak as well as the speakers on the stage. If we learn all his skills, will our performance and organization grow faster?

The third wonderful use of the venue is to borrow money. Through the strength of the venue and experienced venue leaders, help us communicate with each other, and through the education and training organized by the system and team, we can easily do it. In the future, when the organization becomes bigger, it can only operate through the venue. Otherwise, once there are more partners, the leaders will find that they are too busy and work harder and harder.

Of course, the venue is also an "aggregation" partner and an important part of cultivating mutual tacit understanding and feelings. Through the division of labor and cooperation in the venue, partners can strengthen their centripetal force to the organization and make their feelings deeper.

Whether it is a new partner or a senior operator, the venue can be said to be the core of Amway's commercial operation. Newcomers who have not integrated into the venue from the beginning are quite easy to lose enthusiasm, and the chances of success are naturally greatly reduced. Old partners who are far away from the venue tend to forget their original intentions and have no place to heal and relieve pain or motivate themselves. When you encounter emotional problems, you are naturally easy to sink in and can't get out.

At the same time, for a leader, even if he walks to the venue at low tide and sees so many partners to take care of, many of his own problems are relatively unimportant; Or attend education and training courses silently, and through reflection and planning, it is easy to find a new direction and regain motivation. After all, for leaders, the focus of attending courses is not simply learning, but self-examination. Once problems and solutions are found, it will be a brand-new situation.

5. Failure to abide by the rules of the game.

Being an Amway is a profession that pays attention to teamwork and organization. If members of the organization want to work smoothly, they must have clear "rules of the game". Without the rules of the game, the team organization can't operate smoothly.

Therefore, when someone violates or destroys the rules of the game, it is difficult for the organization to continue to operate. Imagine, when the leaders of an organization "cut prices" or "grab the line" because of their personal interests, how can they stand up and lead the development of the organization, or even be rejected by other members of the organization because they break the basic rules of the game? They can only leave the organization and operate independently, so that they cannot borrow the strength of the organization as a whole. Secondly, in order to make themselves stand up, they will start to find various reasons to criticize the original organization.

In fact, Amway is a road and career made up of people. Since people are the core, there must be enough people, enough organizations, and enough for your Amway career to grow relatively. The problem is that when there are more and more members of the organization, if there are no clear rules of the game to regulate it, it will definitely lead to disorder and even many unexpected problems.

In order to simplify the operation of the organization, everyone must strictly abide by the "organizational discipline", that is, the "institutional principle." For example, in order to let partners focus on the development of their careers without too much unnecessary interference, the five principles of the shell system set the rules of the game such as "no money lending relationship" and "no improper relationship between men and women".

Six, will not deal with phased success.

In the pursuit of success, sometimes "how to deal with success is more difficult than how to deal with failure" Because when people fail or perform poorly, they will humbly review themselves, find out the problems, and then correct and adjust.

However, when people succeed too fast, it is easy to get lost in it, and even the phenomenon of big head disease or seasickness appears. This is more common in the field of direct selling. One reason is that Amway direct selling is an industry that pays attention to incentives. From the moment the newcomers come in, in order to strengthen the confidence of the partners, we should constantly give positive encouragement. Therefore, when a partner is used to listening to compliments, once his grades have made rapid progress, he will easily become too complacent and forget who he is.

Another reason is that Amway stresses "borrowing". For fear that newcomers will die because of too many setbacks, most organizations or superiors always take care of their subordinates and even give them considerable resources to help them get the maximum return with the least effort. Therefore, with the support of organizations and subordinate resources, many partners have achieved good results and obtained much higher income than the original traditional industries without knowing the situation.

At this time, if you don't wake up in time, these are all achievements created by organizational or superior forces, or it is obvious that this is only a phased achievement. If we don't continue to strengthen and develop, these good achievements will only be short-lived, and it is easy to fall into the "success trap".

There is an old saying: "It is a great misfortune for a young man to succeed." It is this truth.

Good business managers always know how to keep a sense of vigilance and crisis. When good luck comes, they will work harder to find out what they need to strengthen. Through continuous growth, success will become a habit, not just a short episode.

Seven, there is no continuous learning and growth.

Amway is a business that pays attention to "replication success", so "learning" is a very important success factor for Amway people. When many partners first entered Amway, they devoted themselves to learning activities in order to shorten the time of success.

But many partners don't realize that learning should be an uninterrupted and continuous process, because we will encounter different problems and challenges at different stages. Therefore, different levels of ability should be relatively developed; Furthermore, no matter how good the ability is, it will encounter some problems more or less in the process of operation, or fall into a low ebb of emotion because of setbacks. At this time, we need to learn to adjust ourselves.

Unfortunately, many operators or leaders engaged in Amway begin to experience "learning stagnation" when their organizations reach a certain stage or scale. First of all, they feel that they have learned everything they should. Isn't doing Amway just "repeating simple words and doing simple actions"? Now that you already know, why continue to study!

Secondly, because I spend most of my time teaching my subordinates to do inheritance actions, I use this as an excuse to tell myself that I have no time to do learning actions.

In fact, in the era of knowledge economy, all information is constantly changing rapidly. If you don't study for a while, you will soon lose your competitiveness because you are behind the times. Secondly, if you just pay and don't keep charging yourself, it won't be long before you lose the motivation to move forward and stay in the same place forever, which will make your motivation decline more and more.

Therefore, partners who really know how to run Amway clearly know that "stopping learning is the beginning of organizational shrinkage".

Eight, did not make a good financial plan.

In the operation of traditional undertakings, many companies can't continue to operate, not necessarily because of poor performance, but because of insufficient financial situation and turnover, which eventually leads to failure.

Similarly, the process of running Amway business is the same. If you can do it for a long time, you must also have a good financial plan. Too many people give up halfway because of the economic situation.

Since Amway is a small, profitable and zero-risk undertaking, why is there a "financial" problem? The answer lies in attitude!

Perhaps because of the wrong values, many partners who run Amway business lack crisis awareness when their income gradually increases, thinking that their income will increase at such a speed and speed from now on. As a result, we began to spend money indiscriminately without a budget, or expand credit indefinitely. Before we really succeed, we want to enjoy the lifestyle after the success of diamonds, which leads to the financial situation getting worse and worse, and finally it is unbearable.

There is even a specious theory. First, make up your mind to book a desired luxury car or dream mansion. When there is pressure, you will naturally have motivation. And the result? Let the already poor financial situation go from bad to worse, and finally get out of hand.

Don't forget, the main purpose of the global bestseller Rich Dad, Poor Dad a few years ago is to teach people to distinguish what is "assets" and what is "liabilities". Mistakenly treating liabilities as assets will only worsen the financial situation.

In addition, when there are financial problems caused by the lack of financial planning, people can't concentrate on the creation of performance and the development of the organization when running Amway, because too much interference and emotion will make them unable to "concentrate", which is also a considerable negative factor that hinders success.

Nine, excessive infatuation with the stage and leadership

Compared with traditional occupations, Amway occupations do not have so many performance opportunities, which can be said to provide people with considerable stage and performance opportunities. Therefore, many partners who have just started to own the stage will enjoy the feeling of being noticed, appreciated and applauded, and even unconsciously get lost in it.

However, they ignore that the stage created by Amway is not an end in itself, but a bridge, a tool, a power to help partners create performance through one-to-many power, and a power to encourage partners to strive for Excellence through sharing of winners.

Partners who are obsessed with the stage will spend too much time preparing the stage and ignore the development of actual customers and organizations. When they stand on the stage, they will stop developing and helping the organization create performance. The result will only make their stage less and less, and make themselves less convincing on the stage.

In addition, when subordinates gradually improve their ability and performance, they must also hope to have a stage. However, if we are too obsessed with the stage, or even occupy the stage, the stage will be overcrowded and problems will arise.

Therefore, a good leader knows how to enjoy the stage without being obsessed, and will know how to use the stage to create achievements without occupying the stage. Even because we want to create a bigger stage, we will continue to create a bigger market. Because he clearly knows that the bigger the market, the more organizations and the better the performance, it will create a bigger stage for himself and the organization.

Obsessed with leadership is also an important reason to hinder success. A good system elite knows how to make different time arrangements for different development stages.

When I first entered the business, I spent 100% of my time developing the market and looking for new consumers and operators. When he becomes the leader in the initial stage and the organization develops to a certain scale, his time allocation may be 60% of the time to continue to develop and 40% of the time to take the line; When you become a middle-level leader, you will in turn spend 60% of your time organizing operations and 40% of your time continuing to do market development; When you really become the leader of a large organization, with a certain scale of consumer network and organizational network, your time allocation may be 80% of the time for organizing business, and 20% of the time will allow you to continue to stand on the front line and continue to do market development.

However, some partners who care too much about leadership have shifted their focus from 100% to 100% after making some achievements or just developing some partners. There are two problems in this way: the first problem is that there are not enough consumers and operators, and even if they develop well, their achievements are limited; The second problem is that when an organization inherits such a culture, subordinates only want to lead rather than develop without extension, which not only hinders the development of the organization, but even leads to leadership conflicts. Finally, they spend all their time on emotional internal friction instead of productive things.

Moderate "stage" and "leadership" are the key forces to push us up, but excessive infatuation with stage and leadership can easily lead to bottlenecks in organizational development and even negative factors of performance stagnation.

Ten, no intention to manage the relationship between "people"

Just like many enterprises now, when choosing talents, the focus of consideration is not only ability, education and specialty, but also interpersonal communication and getting along. Similarly, for Amway, the management of interpersonal relationship depends on whether it can play a decisive role successfully.

Many Amway managers have strong ambitions and know that the key to the smooth operation of the organization team lies in the creation and strengthening of performance. Ignoring the management of "interpersonal relationship", or getting along with superiors and subordinates, or always being trapped in each other's emotional interference, are all important factors that lead to the smooth development and operation of the organization.

In particular, in Amway's personal network, many consumers or operators often have other existing relationships with us before using products or joining enterprises. Maybe they are our good friends or relatives, so it is more important to maintain their interaction and relationships.

In practice, we find that many partners with excellent conditions have managed Amway to a certain stage, and the reason why they can't get to the next level is often because of "interpersonal problems".

Looking closely, the reason why many organizations have problems is actually the problem of "people".