You can join bHIP and earn nothing.<\/p>\n
You can work hard and still not achieve the financial result you expected.<\/p>\n
You can also learn, improve your skills, develop customers, build an organization, become more effective over time, and potentially create significant results.<\/p>\n
But there is no responsible way to promise in advance exactly what another person will earn.<\/p>\n
I am Michael Sarfelt<\/a>, a Blue Diamond at bHIP<\/strong>. I have built meaningful results through this business, but one of the most important lessons my experience has taught me is that hard work and financial results are not automatically the same thing<\/strong>.<\/p>\n Effort matters enormously.<\/p>\n But effort is an input.<\/p>\n Income is an outcome.<\/p>\n And there are several important steps between the two.<\/p>\n The market does not pay you for being tired. It responds to the value and commercial results your activity creates.<\/strong><\/p>\n<\/blockquote>\n Understanding that distinction can completely change the way you approach bHIP.<\/p>\n bHIP income is not guaranteed.<\/strong> Registration, time in the company, training, effort, access to a successful team, or access to the compensation plan does not guarantee a particular financial result.<\/p>\n Effort matters, but effectiveness matters too.<\/strong> Working longer does not automatically mean producing more. The quality and direction of your activity can be just as important as the amount of time you spend.<\/p>\n Commercial results matter.<\/strong> Activity needs to translate into genuine customer activity, sales, eligible team activity, or other qualifying commercial results under the applicable compensation structure before compensation becomes possible.<\/p>\n Skills can improve the productivity of your effort.<\/strong> Product knowledge, communication, customer development, follow-up, leadership, measurement, and problem-solving can make the same amount of time more effective.<\/p>\n Consistency creates opportunities to learn, not guaranteed income.<\/strong> Repeated activity gives you more feedback and data that can help you improve.<\/p>\n Compensation is not the same as profit.<\/strong> Business expenses should be considered when evaluating your actual financial result.<\/p>\n My Blue Diamond result is my result.<\/strong> It demonstrates what I personally built. It should never be presented as a forecast of what another distributor will earn.<\/p>\n No.<\/p>\n This should be completely clear before someone decides whether to build the business.<\/p>\n bHIP offers a business<\/a> platform and a compensation structure through which eligible commercial results may potentially create compensation.<\/p>\n But access to that platform is not a promise of income.<\/p>\n Registering gives you access.<\/p>\n It does not automatically give you customers.<\/p>\n It does not automatically create sales.<\/p>\n It does not automatically create a productive team.<\/p>\n And it does not automatically qualify you for compensation.<\/p>\n That is why I believe anyone presenting bHIP responsibly should discuss both the potential and the uncertainty.<\/p>\n There is opportunity.<\/p>\n There is also responsibility.<\/p>\n Not automatically.<\/p>\n This is where the conversation becomes more interesting.<\/p>\n People sometimes hear:<\/p>\n \u201cYour income depends on your effort.\u201d<\/p>\n<\/blockquote>\n and interpret that as:<\/p>\n \u201cIf I work twice as hard, I will earn twice as much.\u201d<\/p>\n<\/blockquote>\n Business does not work that predictably.<\/p>\n Effort is important because without activity there is very little opportunity for something to happen.<\/p>\n But effort alone does not determine the outcome.<\/p>\n You could spend ten hours performing ineffective activities and produce very little.<\/p>\n Another person might spend three focused hours performing activities that create meaningful customer conversations, follow-ups, sales, or team development.<\/p>\n The second person worked fewer hours.<\/p>\n But their activity may have been more effective.<\/p>\n That is why I don’t believe the goal should simply be:<\/p>\n \u201cWork harder.\u201d<\/p>\n<\/blockquote>\n The better goal is:<\/p>\n Learn how to make your effort increasingly productive.<\/strong><\/p>\n<\/blockquote>\n This distinction is fundamental.<\/p>\n When you put effort into bHIP, you are providing an input.<\/p>\n What happens to that effort depends on what you do with it.<\/p>\n You may need to develop product knowledge.<\/p>\n You may need to improve how you communicate.<\/p>\n You may need to understand customer needs better.<\/p>\n You may need to improve follow-up.<\/p>\n You may need to become more organized.<\/p>\n You may need to learn leadership.<\/p>\n You may need to understand why certain conversations create interest while others don’t.<\/p>\n That is why I prefer this model:<\/p>\n And even this sequence is not a guarantee<\/strong>.<\/p>\n It is a learning process.<\/p>\n The objective is to transform effort into increasingly effective commercial activity.<\/p>\n Imagine two distributors.<\/p>\n The first distributor spends hours every day messaging people.<\/p>\n They send almost the same message to everyone.<\/p>\n They rarely ask questions.<\/p>\n They don’t understand what the customer actually needs.<\/p>\n Their product knowledge is weak.<\/p>\n Their follow-up is inconsistent.<\/p>\n They are extremely busy.<\/p>\n But they are not learning from what happens.<\/p>\n Now imagine another distributor.<\/p>\n This person may have less available time.<\/p>\n But they understand the products.<\/p>\n They listen.<\/p>\n They ask better questions.<\/p>\n They follow up appropriately.<\/p>\n They track what is happening.<\/p>\n They identify where people lose interest.<\/p>\n They improve their communication.<\/p>\n They spend time on activities connected to genuine commercial outcomes.<\/p>\n Who worked harder?<\/p>\n That is difficult to answer.<\/p>\n Who worked more effectively?<\/p>\n That may be much easier to see.<\/p>\n This is true in bHIP, and it is true in almost every business.<\/p>\n I believe strongly in training.<\/p>\n I also believe training can be misunderstood.<\/p>\n Watching another training session can feel productive.<\/p>\n Taking notes can feel productive.<\/p>\n Planning can feel productive.<\/p>\n Talking about goals can feel productive.<\/p>\n All of those things can be useful.<\/p>\n But eventually:<\/p>\n If you continuously prepare but never communicate with customers, never follow up, never explain a product, never practice, and never test what you have learned in the real world, your knowledge remains theoretical.<\/p>\n Training that never becomes activity can eventually become procrastination disguised as preparation.<\/strong><\/p>\n<\/blockquote>\n Learn.<\/p>\n Then apply.<\/p>\n See what happens.<\/p>\n Then learn again.<\/p>\n There is no single variable that determines what a distributor will earn.<\/p>\n The amount and quality of commercial activity can matter.<\/p>\n Customer development can matter.<\/p>\n Product knowledge can matter.<\/p>\n Communication can matter.<\/p>\n Follow-up can matter.<\/p>\n Repeat customer activity can matter.<\/p>\n Leadership and team development can matter.<\/p>\n Understanding the compensation structure can matter.<\/p>\n Meeting applicable qualifications matters.<\/p>\n Consistency can matter.<\/p>\n Market circumstances can matter.<\/p>\n Expenses matter.<\/p>\n And your ability to recognize what is not working and change your approach can matter enormously.<\/p>\n But none of these factors individually guarantees income.<\/p>\n That is precisely why two people can enter the same company, receive access to similar systems, and eventually produce very different results.<\/p>\n Another common misunderstanding is that staying longer automatically means earning more.<\/p>\n It doesn’t.<\/p>\n Someone could be registered for a year but perform very little commercial activity.<\/p>\n Someone else could spend that year actively learning, developing customers, improving communication, following up, measuring results, and building leadership skills.<\/p>\n Both have been registered for the same amount of time.<\/p>\n Their activity was completely different.<\/p>\n Your registration date measures how long you have had access to the business.<\/p>\n It does not measure what you have built.<\/strong><\/p>\n<\/blockquote>\n Time can be valuable because skills and relationships often require repetition to develop.<\/p>\n But the calendar itself does not create customers.<\/p>\n The calendar does not create sales.<\/p>\n The calendar does not create leadership.<\/p>\n The calendar does not create compensation.<\/p>\n What you do during that time matters.<\/p>\n I think this is a much better question than simply asking how many hours someone worked.<\/p>\n Productive activity is activity connected to moving the business forward.<\/p>\n That may involve learning enough about a product to explain it accurately.<\/p>\n It may involve having genuine customer conversations.<\/p>\n It may involve understanding someone’s needs.<\/p>\n It may involve following up.<\/p>\n It may involve helping an existing customer.<\/p>\n It may involve developing another distributor.<\/p>\n It may involve analyzing where your commercial process is breaking down.<\/p>\n The key question is:<\/p>\n What did your activity move forward?<\/strong><\/p>\n<\/blockquote>\n That question forces you to look beyond effort.<\/p>\n This is another useful distinction.<\/p>\n Talking to many people can create opportunities.<\/p>\n But:<\/p>\n Someone showing interest does not automatically become a customer.<\/p>\n A presentation does not automatically become a sale.<\/p>\n A sale does not automatically become a repeat customer.<\/p>\n A new distributor does not automatically become a productive distributor.<\/p>\n There are multiple stages.<\/p>\n A simplified customer process might look like:<\/p>\n Every stage can reveal something.<\/p>\n If you have many conversations but almost nobody becomes interested, perhaps your targeting or communication needs improvement.<\/p>\n If people show interest but disappear afterward, perhaps follow-up needs improvement.<\/p>\n If customers purchase once but never return, perhaps you should examine customer experience, product fit, or follow-up.<\/p>\n The point is not to blame yourself for every outcome.<\/p>\n The point is to learn from patterns.<\/p>\n If you don’t measure anything, every difficult week can feel mysterious.<\/p>\n You might say:<\/p>\n \u201cI worked really hard. Why didn’t anything happen?\u201d<\/p>\n<\/blockquote>\n But what actually happened?<\/p>\n How many meaningful customer conversations occurred?<\/p>\n How many people showed genuine interest?<\/p>\n How many follow-ups happened?<\/p>\n How many customers purchased?<\/p>\n How many existing customers returned?<\/p>\n Where did people stop moving forward?<\/p>\n Those questions help turn emotion into information.<\/p>\n Don’t measure only how tired you are. Measure what your activity produced.<\/strong><\/p>\n<\/blockquote>\n The purpose of tracking is not to turn people into numbers.<\/p>\n It is to understand your business.<\/p>\n A business becomes stronger when it does not need to restart from zero after every transaction.<\/p>\n This is why customer relationships matter.<\/p>\n A customer purchases a product.<\/p>\n The distributor follows up appropriately.<\/p>\n Questions are answered.<\/p>\n The customer receives support.<\/p>\n If the product fits the customer’s needs and the experience is positive, that customer may decide to purchase again.<\/p>\n There is no guarantee they will.<\/p>\n But customer service creates the possibility of a continuing relationship.<\/p>\n That can be much more sustainable than constantly chasing new transactions without caring what happens afterward.<\/p>\n Many people assume follow-up means pressure.<\/p>\n I don’t.<\/p>\n Good follow-up means continuing the conversation respectfully.<\/p>\n It means asking whether someone has questions.<\/p>\n It means helping a customer find accurate information.<\/p>\n It means checking whether someone who expressed interest still needs help.<\/p>\n It also means accepting when somebody says no.<\/p>\n A strong distributor learns the difference.<\/p>\n That skill can affect commercial effectiveness without requiring someone to simply work more hours.<\/p>\n No.<\/p>\n This is another place where expectations can become distorted.<\/p>\n Adding more names to an organization does not automatically create commercial results.<\/p>\n Someone joining creates access.<\/p>\n Then development needs to happen.<\/p>\n They need to understand the products.<\/p>\n They need to understand customers.<\/p>\n They need to learn the systems.<\/p>\n They need to understand the business model<\/a>.<\/p>\n They need to develop communication skills.<\/p>\n And they need to take action.<\/p>\n That is why I think about team development as:<\/p>\n Again, there is no guarantee that every person will complete that process.<\/p>\n Some people may become highly active.<\/p>\n Some may build slowly.<\/p>\n Some may remain customers.<\/p>\n Some may decide the business isn’t right for them.<\/p>\n That is reality.<\/p>\n If I am building an organization, I am not interested only in the number of names inside it.<\/p>\n I care about capability.<\/p>\n Can people explain products responsibly?<\/p>\n Can they speak with customers?<\/p>\n Can they follow up?<\/p>\n Can they use the systems?<\/p>\n Can they understand the compensation structure?<\/p>\n Can they solve basic problems without waiting for me?<\/p>\n Can they eventually teach someone else?<\/p>\n That is where leadership becomes valuable.<\/p>\n I would rather develop ten capable people than collect one hundred names who never learn how to create commercial activity.<\/strong><\/p>\n<\/blockquote>\n The purpose of leadership is not dependence.<\/p>\n It is development.<\/p>\n bHIP’s compensation structure includes 8 forms of compensation<\/strong>.<\/p>\n That can create different mechanisms through which eligible commercial results may potentially connect to compensation.<\/p>\n But:<\/p>\n The compensation plan provides a framework.<\/p>\n It does not automatically create the commercial results required to qualify under that framework.<\/p>\n A distributor should understand the current applicable plan, including the relevant qualifications and conditions.<\/p>\n Do not simply look at the number eight and assume:<\/p>\n \u201cI have eight incomes now.\u201d<\/p>\n<\/blockquote>\n You don’t.<\/p>\n You have access to a compensation structure containing eight forms of compensation.<\/p>\n What you actually become eligible for depends on the applicable rules and the commercial results you create.<\/p>\n This is one of the most important financial distinctions in any business.<\/p>\n Imagine somebody receives compensation from their business.<\/p>\n That number may sound impressive.<\/p>\n But what did they spend operating the business?<\/p>\n Travel may cost money.<\/p>\n Marketing may cost money.<\/p>\n Tools may cost money.<\/p>\n Events may cost money.<\/p>\n Communications may cost money.<\/p>\n Other optional business activities may cost money.<\/p>\n Not every distributor will have the same expenses.<\/p>\n But if you want to evaluate your business properly, you need to understand both sides.<\/p>\n If you’re going to treat bHIP like a business, measure it like a business.<\/strong><\/p>\n<\/blockquote>\n Do not only track what comes in.<\/p>\n Track what goes out.<\/p>\n I believe consistency is extremely important.<\/p>\n But I want to explain why.<\/p>\n Consistency does not guarantee income.<\/p>\n Consistency gives you enough repetitions to learn.<\/p>\n If you try something once, you have an event.<\/p>\n If you repeat a process, observe what happens, and record the results, you begin to have information.<\/p>\n That information can help you improve.<\/p>\n That is the value of consistency.<\/p>\n You are creating enough activity to discover patterns.<\/p>\n What works?<\/p>\n What doesn’t?<\/p>\n Where are people becoming interested?<\/p>\n Where are they becoming confused?<\/p>\n What questions keep appearing?<\/p>\n What skills are you missing?<\/p>\n You cannot learn much from a process you rarely perform.<\/p>\n There is another side to consistency.<\/p>\n Repeating an ineffective activity forever does not automatically make it effective.<\/p>\n If something is not working, investigate why.<\/p>\n Don’t simply say:<\/p>\n \u201cI need to do ten times more of it.\u201d<\/p>\n<\/blockquote>\n Maybe you need more activity.<\/p>\n But maybe you need better communication.<\/p>\n Maybe you are talking to the wrong audience.<\/p>\n Maybe your product knowledge is weak.<\/p>\n Maybe your follow-up needs improvement.<\/p>\n Maybe your expectations are unrealistic.<\/p>\n Maybe you don’t understand the compensation conditions.<\/p>\n More effort is not always the first solution. Sometimes better diagnosis is.<\/strong><\/p>\n<\/blockquote>\n That is how businesspeople think.<\/p>\n When someone is new, one hour of activity may produce very little because they are still learning.<\/p>\n They may not know what questions to ask.<\/p>\n They may struggle to explain the product.<\/p>\n They may be uncomfortable following up.<\/p>\n They may not know how to respond when someone says no.<\/p>\n Over time, skills can improve.<\/p>\n The same hour can become more productive.<\/p>\n This is why I don’t measure commitment only in hours.<\/p>\n I also look at whether somebody is becoming better.<\/p>\n That development can make effort more effective.<\/p>\n It still does not guarantee a financial outcome.<\/p>\n Not everybody will want a bHIP product<\/a>.<\/p>\n Not everybody will want to attend a seminar.<\/p>\n Not everybody will want to become a distributor.<\/p>\n Not every customer will reorder.<\/p>\n Not every distributor will remain active.<\/p>\n That does not automatically mean something has gone wrong.<\/p>\n Business involves decisions.<\/p>\n Customers are allowed to say no.<\/p>\n Potential distributors are allowed to say no.<\/p>\n Your job is not to force everybody into a yes.<\/p>\n Your job is to communicate clearly enough that the right people can make informed decisions.<\/p>\n A \u201cno\u201d is not necessarily evidence that the model doesn’t work. A \u201cyes\u201d is not evidence that you have mastered it.<\/strong><\/p>\n<\/blockquote>\n Look at patterns over time.<\/p>\n This is particularly important in network marketing<\/a> because successful leaders can be highly visible.<\/p>\n You may see somebody speaking on stage.<\/p>\n You may see their organization.<\/p>\n You may see their rank.<\/p>\n You may hear about their results.<\/p>\n Then you compare that with your first month.<\/p>\n That comparison is rarely useful.<\/p>\n I am a Blue Diamond at bHIP<\/strong>.<\/p>\n That tells you something important:<\/p>\n I have experience building this business.<\/p>\n But:<\/p>\n My Blue Diamond rank should tell you that I have experience. It should not tell you what you will earn.<\/strong><\/p>\n<\/blockquote>\n My result reflects my circumstances, skills, decisions, activity, team, leadership, experience, mistakes, improvements, and time.<\/p>\n Your journey will involve a different combination.<\/p>\n Use experienced leaders to learn.<\/p>\n Don’t use their results as a guarantee.<\/p>\n Yes.<\/p>\n That is possible.<\/p>\n And I think leaders need to be willing to say it.<\/p>\n Someone may work hard but focus on ineffective activities.<\/p>\n Someone may be developing skills but not yet producing commercial results.<\/p>\n Someone may operate in difficult circumstances.<\/p>\n Someone may have inconsistent customer demand.<\/p>\n Someone may struggle with communication.<\/p>\n Someone may have activity but fail to meet relevant compensation qualifications.<\/p>\n Someone may simply need more time to understand what is not working.<\/p>\n Hard work deserves respect.<\/p>\n But the compensation structure does not pay someone simply because the work felt difficult.<\/p>\n That is why:<\/p>\n The goal is to learn how to convert effort into useful commercial activity.<\/p>\n Potentially.<\/p>\n Again, time alone is not the determining factor.<\/p>\n A highly skilled distributor with an established customer base, developed systems, strong follow-up, and capable team may use time differently from a beginner.<\/p>\n That does not mean the beginner should expect the same outcome with the same hours.<\/p>\n It means experience and systems can change productivity.<\/p>\n This is another reason income comparisons can be misleading.<\/p>\n Two people saying:<\/p>\n \u201cI work ten hours per week.\u201d<\/p>\n<\/blockquote>\n may be performing completely different activities at completely different skill levels.<\/p>\n Hours alone do not tell the full story.<\/p>\n This is one of the most important financial principles I can give someone building bHIP.<\/p>\n Do not spend money today because you assume a future commission will cover it.<\/p>\n Do not make major financial commitments based on a rank you expect to achieve.<\/p>\n Do not assume next month will automatically be better than this month.<\/p>\n Do not build your household budget around income you have not yet demonstrated consistently.<\/p>\n And be extremely careful about making major decisions involving stable employment or essential family finances based purely on projected business income.<\/p>\n Build evidence before making major financial decisions.<\/strong><\/p>\n<\/blockquote>\n A business can have potential without that potential already being money in your bank account.<\/p>\n Keep those concepts separate.<\/p>\n I prefer simple measurements.<\/p>\n You don’t need to create a complicated corporate dashboard.<\/p>\n Understand the basic movement of your commercial activity.<\/p>\n If you are developing an organization, also understand whether people are actually becoming capable.<\/p>\n Are they learning?<\/p>\n Are they acting?<\/p>\n Are they serving customers?<\/p>\n Are they improving?<\/p>\n Are they developing independence?<\/p>\n Numbers don’t tell you everything.<\/p>\n But they can help you stop guessing.<\/p>\n When people ask me how they should think about effort and income, I use a simple framework.<\/p>\n I call it the RESULT Framework<\/strong>.<\/p>\n Focus on activities connected to actual commerce.<\/p>\n Learning matters.<\/p>\n Planning matters.<\/p>\n But eventually the business needs customer activity and other relevant commercial results.<\/p>\n Don’t measure only how much activity you performed.<\/p>\n Measure what happened.<\/p>\n If something repeatedly produces weak results, investigate why.<\/p>\n Improve the abilities that make activity more productive.<\/p>\n Product knowledge, communication, customer development, follow-up, problem-solving, and leadership all matter.<\/p>\n Know what is happening inside your business.<\/p>\n Understand your activity.<\/p>\n Understand your compensation.<\/p>\n Understand your expenses.<\/p>\n Understand your net result.<\/p>\n Do not blindly repeat something because somebody told you to.<\/p>\n Observe.<\/p>\n Ask questions.<\/p>\n Learn from feedback.<\/p>\n Improve.<\/p>\n Give a good process enough repetitions to produce useful information.<\/p>\n But remember that time itself does not create income.<\/p>\n What you learn and improve during that time matters.<\/p>\n No.<\/p>\n If somebody presents bHIP as effortless money, automatic passive income, or guaranteed financial freedom, I would encourage you to ask more questions.<\/p>\n There is earning potential<\/a>.<\/p>\n There are systems.<\/p>\n There are products.<\/p>\n There are customers.<\/p>\n There is training.<\/p>\n There is the GDP System.<\/p>\n There are 8 forms of compensation.<\/p>\n There is leadership development.<\/p>\n But none of those eliminates the requirement for commercial results.<\/p>\n That distinction protects expectations.<\/p>\n And realistic expectations create stronger business decisions.<\/p>\n Reaching Blue Diamond did not teach me that everybody can simply copy my result.<\/p>\n It taught me something much more useful.<\/p>\n People develop differently.<\/p>\n Teams develop differently.<\/p>\n Markets behave differently.<\/p>\n Customers respond differently.<\/p>\n Skills develop at different speeds.<\/p>\n Some strategies need adjustment.<\/p>\n Some people need more time.<\/p>\n Some people decide the business isn’t for them.<\/p>\n And some people become extraordinary leaders.<\/p>\n You cannot control every outcome.<\/p>\n What you can control is how seriously you learn, how responsibly you communicate, how intelligently you measure your activity, how well you serve customers, how you develop people, and how willing you are to improve.<\/p>\n I believe in bHIP.<\/p>\n I believe the platform creates genuine opportunity.<\/p>\n But I do not need to promise guaranteed income to believe that.<\/p>\n In fact, I think being clear about the uncertainty makes the opportunity easier to evaluate responsibly.<\/p>\n Don’t attend a business presentation looking for an income promise.<\/p>\n Attend looking for an explanation.<\/p>\n If you are genuinely considering bHIP, I invite you to attend one of our free bHIP seminars<\/strong>.<\/p>\n You can learn how the company works, how products and customers fit into the model, how the GDP System supports operations, what distributors actually do, how team development works, and how bHIP’s 8 forms of compensation<\/strong> fit into the broader business.<\/p>\n You can also ask about qualifications.<\/p>\n Ask about responsibilities.<\/p>\n Ask about expenses.<\/p>\n Ask what creates eligible compensation.<\/p>\n\n
\n<\/div>\nKey Takeaways<\/h1>\n
\n<\/div>\n![\"Person](\"https:\/\/contenu.nyc3.cdn.digitaloceanspaces.com\/journalist%2Fa07c6836-9c91-49b7-99d9-05c07bf5587d%2Fthumbnail.jpeg\")
<\/p>\nIs bHIP Income Guaranteed?<\/h1>\n
JOINING \u2260 EARNING<\/strong><\/h1>\n
\n<\/div>\nDoes More Effort Mean More Income?<\/h1>\n
\n
\n
MORE EFFORT \u2260 AUTOMATICALLY MORE INCOME<\/strong><\/h1>\n
\n
\n
\n<\/div>\nEffort Is an Input, Not an Outcome<\/h1>\n
EFFORT \u2192 SKILL \u2192 ACTIVITY \u2192 FEEDBACK \u2192 IMPROVEMENT \u2192 COMMERCIAL RESULTS \u2192 POTENTIAL COMPENSATION<\/strong><\/h1>\n
\n<\/div>\nWorking Hard and Working Effectively Are Different<\/h1>\n
BUSY \u2260 PRODUCTIVE<\/strong><\/h1>\n
\n<\/div>\nTraining Is Valuable Only When It Eventually Becomes Application<\/h1>\n
LEARNING HAS TO BECOME APPLICATION<\/strong><\/h1>\n
\n
\n<\/div>\nWhat Actually Influences bHIP Income?<\/h1>\n
\n<\/div>\nTime in bHIP Does Not Automatically Create Income<\/h1>\n
TIME IN bHIP \u2260 INCOME<\/strong><\/h1>\n
\n
\n<\/div>\nWhat Is Productive Activity in bHIP?<\/h1>\n
\n
\n<\/div>\nConversations Are Not Customers<\/h1>\n
CONVERSATION \u2260 CUSTOMER<\/strong><\/h1>\n
CONVERSATION \u2192 INTEREST \u2192 FOLLOW-UP \u2192 CUSTOMER \u2192 SALE \u2192 SERVICE \u2192 POTENTIAL REPEAT ACTIVITY<\/strong><\/h1>\n
![\"People](\"https:\/\/contenu.nyc3.cdn.digitaloceanspaces.com\/journalist%2F6759cc15-2e38-41ee-a893-2cefdf6efc0e%2Fthumbnail.jpeg\")
<\/p>\nMeasurement Makes Effort More Intelligent<\/h1>\n
\n
\n
\n<\/div>\nCustomer Relationships Can Affect Results<\/h1>\n
SALE \u2192 SERVICE \u2192 RELATIONSHIP \u2192 POTENTIAL REPEAT ACTIVITY<\/strong><\/h1>\n
\n<\/div>\nFollow-Up Is a Skill<\/h1>\n
FOLLOW-UP \u2260 PRESSURE<\/strong><\/h1>\n
\n<\/div>\nDoes Building a Bigger Team Automatically Increase Income?<\/h1>\n
NEW DISTRIBUTOR \u2260 PRODUCTIVE DISTRIBUTOR<\/strong><\/h1>\n
JOIN \u2192 LEARN \u2192 DEVELOP \u2192 ACT \u2192 CREATE COMMERCIAL RESULTS \u2192 TEACH \u2192 DUPLICATE<\/strong><\/h1>\n
\n<\/div>\nLeadership Is About Developing Capable People<\/h1>\n
\n
\n<\/div>\nbHIP Has 8 Forms of Compensation \u2014 But That Does Not Guarantee Income<\/h1>\n
8 FORMS OF COMPENSATION \u2260 8 GUARANTEED INCOMES<\/strong><\/h1>\n
\n
\n<\/div>\nCompensation and Profit Are Not the Same Thing<\/h1>\n
COMPENSATION \u2260 PROFIT<\/strong><\/h1>\n
COMPENSATION RECEIVED \u2212 BUSINESS EXPENSES = NET BUSINESS RESULT<\/strong><\/h1>\n
\n
\n<\/div>\nConsistency Matters \u2014 But Not Because It Guarantees Income<\/h1>\n
ACTION \u2192 DATA \u2192 LEARNING \u2192 ADJUSTMENT \u2192 BETTER EXECUTION<\/strong><\/h1>\n
\n<\/div>\nConsistently Doing the Wrong Thing Is Not a Strategy<\/h1>\n
\n
\n
![\"Person](\"https:\/\/contenu.nyc3.cdn.digitaloceanspaces.com\/journalist%2F36916979-563b-43ed-9bcf-03d7e627b236%2Fthumbnail.jpeg\")
<\/p>\nSkill Development Can Change the Value of an Hour<\/h1>\n
EXPERIENCE WITHOUT LEARNING = TIME PASSED<\/strong><\/h1>\n
EXPERIENCE + FEEDBACK + ADJUSTMENT = DEVELOPMENT<\/strong><\/h1>\n
\n<\/div>\nRejection Is Part of Commercial Activity<\/h1>\n
\n
\n<\/div>\nDon’t Compare Your Beginning With Somebody Else’s Established Business<\/h1>\n
\n
MY RESULT \u2260 YOUR INCOME FORECAST<\/strong><\/h1>\n
\n<\/div>\nCan Someone Work Hard and Still Earn Very Little?<\/h1>\n
EFFORT \u2260 GUARANTEED COMPENSATION<\/strong><\/h1>\n
\n<\/div>\nCan Someone Earn With Less Time Than Another Distributor?<\/h1>\n
\n
\n<\/div>\nDon’t Spend Tomorrow’s Expected Commission Today<\/h1>\n
POTENTIAL INCOME IS NOT AVAILABLE CASH<\/strong><\/h1>\n
\n
\n<\/div>\nWhat Should You Track?<\/h1>\n
CONVERSATIONS \u2192 INTEREST \u2192 FOLLOW-UPS \u2192 CUSTOMERS \u2192 COMMERCIAL RESULTS \u2192 REPEAT ACTIVITY<\/strong><\/h1>\n
![\"Person](\"https:\/\/contenu.nyc3.cdn.digitaloceanspaces.com\/journalist%2F2d1861c5-f973-4a0c-a92c-1cdb1ff2e4db%2Fthumbnail.jpeg\")
<\/p>\nThe RESULT Framework<\/h1>\n
R \u00b7 E \u00b7 S \u00b7 U \u00b7 L \u00b7 T<\/strong><\/h1>\n
R \u2014 Real Activity<\/h2>\n
E \u2014 Effectiveness<\/h2>\n
S \u2014 Skills<\/h2>\n
U \u2014 Understand Your Numbers<\/h2>\n
L \u2014 Learn and Adjust<\/h2>\n
T \u2014 Time With Consistency<\/h2>\n
\n
DON’T MEASURE HOW HARD YOU WORKED. MEASURE WHAT YOUR WORK PRODUCED.<\/strong><\/h1>\n<\/blockquote>\n
\n<\/div>\nIs bHIP a Get-Rich-Quick Business?<\/h1>\n
OPPORTUNITY \u2260 GUARANTEE<\/strong><\/h1>\n
\n<\/div>\nWhat I Have Learned as a Blue Diamond at bHIP<\/h1>\n
\n<\/div>\nWant to Understand What Actually Creates Income in bHIP?<\/h1>\n