Pariser--Corporate Director IV!
the second time in two years, Alan Pariser has rewritten
the record books — he has achieved the highest level ever
achieved in Melaleuca! And he still continues to set
ambitious goals for his business and works on a day-to-day
basis. The Leadership in Action editorial staff posed some
questions to Alan about his recent advancement and his
path to success. Following is that conversation, which
shows that after ten years as a Marketing Executive Alan
knows what it takes to help people succeed.
Congratulations, Alan, for your unprecedented advancement to
Corporate Director IV! You have been a Marketing Executive for
just over 10 years now. Looking back, did you see yourself
reaching this fantastic achievement in this length of time?
Thank you. The last ten years have been incredible. Of course,
ten years ago the compensation plan didn't have any positions
above Corporate Director status, but Corporate Director was
always the goal. I remember how excited I was and how I believed
that I would become a Corporate Director by May 1992, only six
months after I enrolled. Of course that was an unrealistic goal.
That's when I learned what Frank always talks about: that
character is "the ability to carry out a decision after the
emotion of making the decision is past." It actually took
eight years to become a Corporate Director.
Did you ever feel too discouraged to go on?
Yes, several times. The worst time was in 1997. In 1996 I had
advanced from Executive Director V to Executive Director VIII
and was on track to achieving Corporate Director in 1997. In
that year, some leaders in my organization were paid to leave
their Melaleuca businesses and join an MLM company. These were
good people who were deceived. They were led to believe that the
grass was greener somewhere else. Unfortunately for them, that
company no longer exists. Unfortunately for me, I lost some
leaders that were strategic to me becoming a Corporate Director.
Because of these events I didn't reach Corporate Director until
May of 1999 — a full two years later.
What was it that kept you going when you hit those rough spots
in your business?
it was a very discouraging time. I thought about quitting. I
took six months off and I fell into a rut. I took out a legal
pad and wrote down all the reasons why I should quit. Some of
those reasons were: I thought my business would never grow
again, I thought all of my leaders were finished building, I
thought all the good leaders were already in Melaleuca and I
wouldn't be able to find any new leaders. Not only did I doubt
myself, but also I started blaming others. Then I wrote down all
the reasons why I should keep building. Among other things, I
figured out that I would receive over $300,000 in PEG bonuses
for advancing to Corporate Director, and that once I became a
Corporate Director my income would be over a million dollars per
year. These were only a couple of the reasons that made me
realize that I should stop feeling sorry for myself and get back
I often read what I wrote down
on that legal pad and wonder what I was thinking. I realized
that the reasons why I should quit Melaleuca were only excuses
that I came up with because of the events of 1997. Those excuses
were mine alone and had nothing to do with the reality of the
Melaleuca opportunity. Since 1997 I have advanced four times. My
business has grown by over 3000 customers. I've found five more
personal Executive Directors, for a total of nine. I've won the
President's Club an additional three times and earned over $1
million in each of the last three years. As I look back I
realize that 1997 was a crucial inflection point in my business
and my life. I was ready to quit just when success was to be
Some of the elements of building the business that you
incorporated in your first few months as a Marketing Executive
are still key to your success today. What are these basic
There are a few principles that Executive Director VII Tom
Pisano, Corporate Director III Eddie Bestoso, Executive Director
V Nona Pione and I have taught since the very beginning.
- It's easier to build the
business fast than slow.
- Treat customers like
customers and business builders like business builders. For
customers, help them place their order in each of their first
three months. For business builders, start them with a Career
pack and ten Business Kits. Then help them get to Director
within their first month of enrollment.
- Always look for your next
leader. If someone says they want to build a business but doesn't
take the appropriate action, then find someone else to work
with. "It is easier to give birth than resurrect the dead."
- Remember that you get paid
for increasing the number of Preferred Customers in your
organization. At end of every day, you should ask yourself, "Was
I involved in enrolling a new customer or Marketing Executive
today?" If the answer is no, then you didn't build your
business that day.
What about the products? Could you have built the same
organization with ordinary products?
No. The products are the reason why we enjoy such a solid
business. We recognized in the very beginning, after talking to
Marketing Executives like Executive Director VIII Larry Hseih,
Executive Director III Sheila Brown and Executive Director III
Ron Frasure, who showed us their business reports, that the
products were exceptional. Even though we were in the beginning
stages of our investigation their reports told us that the
products were good enough to have customers come back and
reorder. We saw real customers buying real products month after
month. This was different from every other business out there.
Every other business talks about how great their products are,
but the proof is in the reports. And while every representative
from every home-based business I've ever spoken with refuses to
show their reports, I've always been able to show mine. Today I
can show you customers who have reordered for 121 consecutive
months. The Melaleuca products are what make our Melaleuca
income so reliable.
are some of the qualities you look for in people who have come
to love Melaleuca's products and now want to build a business?
As I look at my nine personal Executive Directors-Executive
Director VIII Marlin Hershey, Executive Directors III Jack and
Nancy Mellor, Executive Director VII Tom Pisano, Executive
Directors VII Laraine & Ray Agren, Executive Directors II
Ken & Lisa Klocke, Executive Directors Marcia Fine and Dr.
Skip Feinstein, Executive Director Ted DiFilippo, Executive
Director Ron Butler, and Executive Directors Tom and Marianne
Estabrooks — each of these have common characteristics. First,
they all have a hard work ethic. Unfortunately, the last ten
years have taught me that the majority of people don't know what
working hard means. It's essential to find someone who has a
hard work ethic.
Another common characteristic
is that each share is that they are coachable. Just after the
lack of disciplined hard work, the second greatest challenge I've
found is that most people are not coachable and that they like
to do it their way. Melaleuca has a very simple formula for
success. If people will follow the Success Cycle, they can
become successful. In fact, Frank guarantees it — "We have
always guaranteed Melaleuca's products. Now you can guarantee
your own success by following each step in the Success Cycle!"
characteristic that I look for in individuals is a willingness
to put other people first. You can't become a Director II unless
you help someone become a Director. You can't become an
Executive Director II unless you help someone become a Senior
Director. And you can't become a Corporate Director unless you
help five Marketing Executives become Executive Directors. There's
no place in our compensation plan for just thinking about 'me.'
Is there a formula for turning your goals and dreams into actual
Yes. These are the steps that I suggest:
- You need to have a
compelling WHY, a WHY that keeps you up late at night and that
drives you. Making a lot of money is the most-often written WHY —
and the most meaningless. Making a lot of money is not what
I would call a WHY. I had many WHYs when I got started. One of
my WHYs was getting out of debt. I hated owing other people
money. I hated when people would call me and tell me I owed them
money. I hated when my lights were turned off and I couldn't put
food on the table. It made me feel like a failure. For me, that
was something that made me work day after day, night after
night, week after week, month after month, to change my life.
- You have to have specific
goals, long-term as well as short-term.
- Once you have goals, make
the commitment to work hard and work every day.
- When you get close to
achieving your goals, raise the bar and focus on the next goal.
- You're only as good as the
people you are working with. You'll only be able to achieve your
goals if you have a strong team and you are a strong leader for
- Announce your goals to the
world. If you keep your goals to yourself, what difference does
it make if you don't achieve them? If you make them public you
know that others are watching and it will keep you accountable.
Many people will argue that you are the "exception to the rule." Your success is unattainable by ordinary people. How
would you respond?
That is not true! Einstein, Churchill, Lincoln, Martin Luther
King — these are extraordinary people who have achieved
extraordinary things. When it comes to Melaleuca, this company
allows 'ordinary' people to achieve extraordinary results.
Many people look at Eddie or myself and see where we are today.
But what they don't see is where we were ten years ago, nor do
they see the work that we continue to do on a daily basis. If
they did, they would realize how much we have in common with
most people who want to WIN. Melaleuca today offers more than we
ever had! Today, there's a clear paved road to success. The
compensation plan pays out over 50% every month, and back then
it was less than 30%. The product line is better and more
cost-competitive. We now have services that have substantially
increased our retention rate. I believe that ordinary people
have exceptional opportunities for success today!
A new year is just getting started, and like most people, you
are probably making new plans for new achievements. What are
your goals for the future? How do you plan to reach them?
I want to win President's Club this year, and by the fall of
2003 reach Corporate Director V. I have a ten-year goal of
having 20,000 customers, 3 million in PEG volume, 1 million in
organizational volume and 20 personal Executive Directors. Those
are my goals — and they are really extreme. But that is what it's
all about — setting goals that get you excited. That's what every
Marketing Executive needs to do when they set their goals: make
them big and exciting. At the same time they need to remember
that it takes big action to achieve big goals. After ten years
in this business, I know that this is where the dreaming
ends — and the action begins!