带团队三问

带团队三问Three Team Questions

销售是基本功，往上走靠团队Selling is the foundation; going further takes a team

四个阶段 · 选对人 · 领导先改自己Four stages · the right people · the leader changes first

Presented by Team Rise

销售五问讲完了，接下来讲三个带团队的问题。

With the five sales questions done, we move to three questions about building a team.

销售是最基本的。能上经理的伙伴，销售我们都不担心，刚才那五个问题，多多少少你都已经会了。但是想从一颗钻、两颗钻，再往上走，靠的不是你一个人多卖几张单，靠的是团队。

Selling is the foundation. Anyone who has made manager can sell, and you already handle those five questions to some degree. But going from one or two diamonds further up doesn't come from selling a few more policies yourself. It comes from your team.

团队这一块，我们只讲三个最最重要的问题：第一，为什么我招了很多人，却没有真正的团队？第二，建团队怎么选对人？第三，团队不成长的时候，领导要先改变什么？

On teams, just the three questions that matter most. One: why have I recruited so many people and still don't have a real team? Two: how do you pick the right people? Three: when the team stops growing, what does the leader change first?

带团队最重要的三个问题The Three Questions That Matter Most

MAP

1招了人，没团队Recruits, but no team带团队的四个阶段The four stages of a team

2先选对人Pick the right people四条标准 · 四个自测Four traits, four self-tests

3领导先改自己The leader changes first十个改变 · 四种方式Ten changes, four ways

有病就有药，有问题就有答案Every problem has a cause, and every cause has a fix

三个问题的顺序是这样排的。

Here's how the three fit together.

第一个问题看的是现状：你的团队现在卡在哪个阶段？带团队一定会经过四个阶段，每个阶段卡住的原因不一样，解法也不一样。

The first looks at where you are now: which stage is your team stuck at? Every team passes through four stages; each stalls for different reasons and each has its own fix.

第二个问题看的是人：建团队的第一步不是更努力，是选对人。包括你自己，你是不是那个对的人？我们给四条标准，每一条都配一个自测。

The second looks at people: building a team starts with choosing the right people, not working harder. That includes you: are you the right person? Four traits, each with a self-test.

第三个问题看的是你：团队不成长的时候，先从自己身上找原因。

The third looks at you: when the team stops growing, look at yourself first.

底下这一句话，今天会反复出现：有病就有药，有问题就有答案。每一个卡住的地方，都有具体可以做的事。

The line at the bottom will come up again and again today: every problem has a cause, and every cause has a fix. Wherever you're stuck, there's something concrete to do.

一、带团队一定会经过四个阶段1. Every Team Goes Through Four Stages

STAGES

1

无人无结果No people, no results

没人也没单，做了半年不理想Nobody joined, nothing sold, six months in

2

有人无结果People, no results

一个月招五个、十个，一张单都没有Five or ten recruits a month, no cases

3

有单无人Sales, no people

自己卖单还行，一说招人就头疼You can sell, but recruiting is a headache

4

有人有单，留不住人Both, but nobody stays

不停地招，不停地流失Recruiting nonstop, losing people nonstop

先找到你卡在哪一段：每一段的原因都不一样First find where you're stuck: each stage stalls for different reasons

第一个问题：为什么我招了很多人，却没有真正的团队？回头一看，团队里的人怎么还是不多？

Question one: why have I recruited so many people and still don't have a real team? Why, looking back, is the team still so small?

在这个事业里，你一定会经历带团队的四个阶段。第一个阶段叫无人无结果：也没人，也没单。第二个阶段叫有人无结果：团队有招募了，一个月能招五个人、十个人，但是出不来单。

In this business you'll go through four stages of building a team. Stage one is no people, no results: nobody joined and nothing sold. Stage two is people, no results: you're recruiting five or ten a month, but no cases come out of it.

第三个阶段叫有单无人：单有了，但人又跟不上了。第四个阶段是有人有单，但流失率高：人也有、单也有，可怎么感觉留不住人？

Stage three is sales, no people: the cases come, but the people don't keep up. Stage four is people and sales, but high turnover: you have both, yet somehow people don't stay.

每一个阶段，我们都给解法。后面几页一个阶段一个阶段讲。

For each stage there's a fix. The next few slides take them one at a time.

互动设计Interaction

请大家心里选一个：「你的团队现在在第几阶段？」不用举手，后面讲到那一段时特别留意。

Ask everyone to pick silently: "Which stage is your team at right now?" No hands needed; just pay extra attention when we get there.

第一、二阶段：没有行动，没有转化Stages One and Two: No Action, No Conversion

STAGES

① 无人无结果① No people, no results

没花时间：来上课不算，听完课去见客户才算No time in: class doesn't count; seeing clients after class does
没有行动：no activity，只听不做No activity: listening without doing
想太多：fear & overthinking，一直不开口Fear and overthinking: never opening your mouth

② 有人无结果② People, no results

产品不够专业：自己讲不清，又不借力 CFTWeak on product, and no CFT brought in
销售能力不足：产品是死的，销售是活的Weak sales skill: the product is fixed, selling is alive
不会讲系统：快速晋升讲不明白、讲不生动Can't explain the system: fast track unclear and flat

第一阶段，无人无结果。在公司做了半年，没人也没单，结果不理想。原因无非三种。

Stage one, no people, no results. Six months in, nobody has joined and nothing has sold. There are only three reasons.

第一，没花时间。很多伙伴说：我花时间了，周三、周六都来培训了。这不叫花时间。你只是在听课，没有去见客户。花时间，指的是听完课以后去实战的时间。第二，没有行动，no activity：只是上课听，听完了没有真的去做。第三，想太多，fear and overthinking：总觉得我得先学明白了，才能跟别人讲。这种态度我们很尊重，但有的伙伴听课听了一年，一直没开口。

One, no time invested. Some say, "But I come to training every Wednesday and Saturday." That isn't investing time; it's attending class without seeing anyone. The time that counts is the time in the field after class. Two, no activity: listening in class, then not actually doing anything. Three, fear and overthinking: "I need to fully understand it before I can explain it to anyone." We respect that, but some people listen for a year and never open their mouths.

第二阶段，有人无结果。一个月招五个、十个，一张单都出不来，转化率是零。也是三个原因。第一，产品不够专业：你自己产品讲不清楚，新人怎么开单？不专业也行，那就借力一位专业的 CFT，可你又不借，单就带不出来。第二，销售能力不足，weak sales skill：产品是死的，销售是活的。第三，不会讲系统：什么是快速晋升，为什么新人前面那段时间的业绩先不拿佣金，讲不明白，也讲不生动，新人自然不知道为什么要这么做。

Stage two, people, no results. Five or ten recruits a month and not a single case: zero conversion. Again, three reasons. One, weak product knowledge: if you can't explain the product clearly, how will a new partner sell it? It's fine not to be the expert, as long as you bring in a CFT who is; skip that and no cases come out. Two, weak sales skill: the product is fixed; selling is alive. Three, you can't explain the system: what fast track is, and why a new partner's early production doesn't pay commission yet. If you can't make it clear and vivid, new partners won't see why they should do it.

讲师提醒Presenter note

快速晋升的具体规则以《快速晋升》一篇为准；这里只点出「讲不明白」是原因，不要在这一页展开算数。

The fast-track rules are in the Fast Track article. Here, just name "can't explain it" as the cause; don't work through the numbers on this slide.

第三阶段：你是团队的火车头Stage Three: You're the Engine

STAGES

1

只看短期收入Short-term focus

招过一两个不积极的，就不想再培养人了One or two recruits didn't work out, so you stopped developing people

2

只有销售思维A seller's mindset

只想卖单，没有团队思维You think in policies, not in teams

3

没有持续的招募习惯No recruiting habit

想起来才招，忙起来就停You recruit when you remember and stop when you're busy

Recruiting habitRecruiting habit

团队的发展靠招募。你自己都不招募，团队怎么会招募？A team grows by recruiting. If you don't recruit, neither will they.

做到很高级别的领导人，也一直在做个人招募：招进来交给伙伴做 CFT，签到伙伴下面Top leaders still recruit personally, then hand the new person to a partner to field-train and place under them.

第三阶段，有单无人。自己慢慢做着，一年卖卖单还行；可一说招人，就头疼。原因也是三个。

Stage three, sales, no people. You get by selling on your own, but the moment recruiting comes up, it's a headache. Three reasons here too.

第一，只看短期收入。「曾经招过人，他又不怎么积极做，请他吃了好几顿饭，都浪费了，伤心了，算了，不招了，卖卖单得了。」这样你就又回到了只看眼前。第二，只有销售思维，没有团队思维：脑子里想的都是我要卖单。第三，也是最关键的，没有持续的招募习惯。

One, a short-term focus. "I recruited someone once, they didn't really work at it, I bought them several dinners for nothing, I got discouraged, so forget it, I'll just sell." And you're back to thinking only about today. Two, a seller's mindset instead of a team mindset: all you think about is your own sales. Three, and the most important, no steady recruiting habit.

右边这一段请记住：团队的发展是靠招募的。你是团队的火车头，你自己都不招募，团队怎么会招募？做到很高级别的领导人，到今天也还在做个人招募，只是招进来以后，交给团队伙伴去做 CFT，签到伙伴的下面。所以要有一个持续的 recruiting habit，不是想起来才招。

Remember the box on the right: a team grows by recruiting. You're the engine of the train; if you don't recruit, how will your team? Leaders at the very top still recruit personally today. The difference is that once someone joins, they hand them to a partner to field-train and place under that partner. So build a steady recruiting habit, not something you do when you happen to remember.

互动设计Interaction

如果现场有伙伴最近刚完成个人招募，请大家给他鼓掌。用身边的例子讲「持续的招募习惯」，比讲道理有用。

If someone in the room has just made a personal recruit, have everyone applaud them. A real example from the room makes "a steady habit" land better than any explanation.

第四阶段：留人靠三样Stage Four: What Keeps People

STAGES

一年招两三百个，留下来的很少：级别高，不等于领导力强Two or three hundred recruits a year and very few stay: a high rank isn't leadership

领导力Leadership

不是自己赚多少，是让伙伴也赚到钱Not what you earn, but whether your partners earn too

团队文化Culture

吃饭、团建、烧烤；旅游和年会也是文化Dinners, outings, barbecues, events; the company's trips and convention are culture too

培养人Developing people

不是能力，是选择：你想不想让伙伴也成功？Not a skill, a choice: do you want your partners to succeed?

问问自己：我的团队文化是什么？Ask yourself: what is my team's culture?

第四阶段最关键：「我有人，我也招人，我也卖单，但我留不住人。」

Stage four is the crucial one: "I have people, I recruit, I sell, but I can't keep anyone."

曾经有一个级别非常高的团队，每个月招二十几个人，一年招两三百个，真正留下来的很少，只能不停地招。为什么？三个原因。

There was once a very senior team that recruited twenty-odd people a month, two or three hundred a year, and kept very few, so they had to keep recruiting nonstop. Why? Three reasons.

第一，领导力弱，weak leadership。级别高不代表领导力强，级别是级别，领导力是领导力，这是两回事。领导力包括什么？包括让团队伙伴赚到钱。钱不是你一个人赚，是要让团队的人也赚到，这才是领导力。

One, weak leadership. A high rank isn't strong leadership; rank is rank, leadership is leadership. What does leadership include? Helping your partners earn. It isn't about you making all the money; it's about the people on your team making money too. That's leadership.

第二，团队文化弱，weak culture。什么是团队文化？请大家吃饭、团建、烧烤、做活动，这些都是团队文化。公司每年花大钱办旅游、办年会，年会舞台用的是曲面屏，其实直的也能用，为什么要这么做？因为那是公司的文化。你在建自己团队的时候，要问问自己：我的团队文化是什么？

Two, weak culture. What is team culture? Dinners, outings, barbecues, events: all of it. The company spends heavily on trips and an annual convention, even a curved screen on the convention stage when a flat one would do. Why? Because that's the company's culture. As you build your own team, ask yourself: what is my team's culture?

第三，培养人。我们常说，培养人不是能力，是选择。「我不会培养人。」不是不会，是有时候你不想。说得更通俗一点：你想让团队伙伴也成功吗？也赚到钱吗？也上经理、也拿钻吗？这不是能力问题，是你的选择。

Three, developing people. As we often say, developing people isn't a skill; it's a choice. "I don't know how to develop people." It isn't that you can't; sometimes you don't want to. Put plainly: do you want your partners to succeed too? To earn too? To make manager and earn their own diamonds? That isn't about ability. It's your choice.

你会加入哪个团队？Which Team Would You Join?

LEADERSHIP

五颗钻5 diamonds

三钻3三钻3三钻3

自己五颗钻，下面好几个三颗钻Five diamonds, with several three-diamond leaders below

十颗钻10 diamonds

一钻1一钻1一钻1

自己十颗钻，下面都是一颗钻Ten diamonds, with only one-diamond leaders below

别人看的不是你几颗钻，是跟着你，他能走多远People don't look at your rank; they look at how far they can go with you

讲两个例子。左边这个人，自己五颗钻，下面培养出了好几个三颗钻。右边这个人，自己十颗钻，下面的人都只有一颗钻。如果是你，你加入哪个团队？

Two examples. On the left, a leader at five diamonds who has developed several three-diamond leaders. On the right, a leader at ten diamonds whose people are all at one diamond. If it were you, which team would you join?

稍微有点认知的人都会选左边。因为别人看的不是你自己赚多少钱，是跟着你，我能赚多少、能走多远。人家不是看你几颗钻，是看你能培养出多少个拿钻的人，你培养的人下面，每个人又有几颗钻。

Anyone who thinks it through picks the left. People don't care how much you earn; they care how much they can earn and how far they can go with you. They don't look at your diamonds; they look at how many people you've brought to a diamond, and how many diamonds the people under them have.

所以我们一直说，一定要复制团队。你自己两颗钻，下面的人也只有一颗钻，跟你差不多，你就没有团队了。

That's why we keep saying: you have to duplicate. If you're at two diamonds and your people are only ever at one, much like you, you don't really have a team.

讲师提醒Presenter note

级别、钻数只用来说明团队结构，不代表任何人的收入；不要点名讲是哪个团队、哪个人。

Ranks and diamonds only describe team structure, not anyone's income. Don't name which team or which person.

二、建团队第一步不是努力，是选对人2. Pick the Right People First

RIGHT PEOPLE

包括你自己：你是团队的母版（master copy），章刻错了，怎么盖都是错的Including you: you're the master copy. Carve the stamp wrong and every impression is wrong.

1

投入度Availability

有时间做Willing to start

2

可教性Coachability

愿意学Willing to learn

3

有能力Capability

做得到Able to do

4

忠诚度Loyalty

留得住Committed to stay

米色宣纸上一枚石刻印章，旁边几个一模一样的印 / A carved stone seal on cream paper beside several identical impressions

第二个问题：建团队的第一步，不是努力，而是选对人。

Question two: building a team starts not with effort but with choosing the right people.

这里的「人」也包括我们每一个人自己。你想把团队建好，你自己是不是那个对的人？你是团队的 master copy，母版。就像照片里刻印章一样，章刻错了，你怎么盖都是错的；章刻对了，盖出来的每一个都是对的。

"People" includes each of us. If you want to build a strong team, are you the right person yourself? You're the team's master copy. Like the seal in the photo: carve it wrong and every impression comes out wrong; carve it right and every impression is right.

什么叫对的人？四点。第一，投入度，availability：你花时间吗？第二，可教性，coachability：你愿意学吗？第三，能力，capability：你做得到吗？第四，忠诚度，loyalty：你留得住吗？四点都满足的人，非常难得。

What makes the right person? Four things. One, availability: do you put in the time? Two, coachability: are you willing to learn? Three, capability: can you deliver? Four, loyalty: will you stay? Someone with all four is rare.

很多培训只讲到这里，后面就不讲了。我们接下来要讲最关键的部分：自测。每个人都会说「我有时间、我听话、我有能力、我很忠诚」，测一测才知道是不是真的。

Most trainings stop at this list. What comes next is the part that matters: the self-tests. Everyone says "I have time, I take direction, I'm capable, I'm loyal." Testing it is how you find out.

投入度自测：给我看你的日程表Availability: Show Me Your Calendar

AVAILABILITY

Don't tell me you're available, show me your calendar.Don't tell me you're available, show me your calendar.

1

了解、相信、拥有产品Know it, believe it, own it

人寿保险看不见、摸不着，是强信任产品：客户会看你自己买了没有Life insurance can't be seen or touched; it's a high-trust product, and clients look at whether you bought it yourself

2

每次培训都出席Never miss training

周三、周六来不来？课外有没有主动约人一对一？Do you come Wednesdays and Saturdays? Outside class, are you booking one-on-ones?

做得好的领导人，平均每天五六个约（电话、Zoom、线下、培训都算）Strong leaders average five or six appointments a day (calls, Zoom, in person and training all count)

第一个自测，投入度。「我是那个对的人，我有时间。」好，自测一下，你真的是那个有时间的人吗？

The first self-test: availability. "I'm the right person; I have the time." Fine, let's test it. Are you really?

第一条，了解产品、相信产品、拥有产品。我们做的是保险，你自己有保单吗？你足够相信吗？卖麦克风的时候，客户可以拿在手上摸一摸、掂一掂、听听声音；卖法拉利的，销售自己不需要买一台，客户可以到店里试驾。人寿保险怎么试驾？它看不见、摸不着，是强信任产品，太需要信任感了。对方就看你自己买了没有：你买了，那我就跟你买。

One: know the product, believe in it, own it. We're in insurance; do you have a policy yourself? Do you believe in it enough? Selling a microphone, the customer can hold it, feel its weight, hear how it sounds. Selling a Ferrari, the salesperson doesn't need to own one; the customer can test-drive it. How do you test-drive life insurance? You can't see it or touch it. It's a high-trust product, and trust is everything. People look at whether you bought it: if you did, they'll buy from you.

第二条，Never miss training，每次培训都出席。英文有一句话：Don't tell me you're available, show me your calendar. 你告诉我你有时间、你想做，我要看看你的时间都花在哪了。每周三、周六有没有来培训？除了周三、周六以外，有没有约人？有没有主动约人一对一？

Two: never miss training. As the saying goes, don't tell me you're available, show me your calendar. If you tell me you have time and want this, let's see where your time goes. Do you come to training every Wednesday and Saturday? Outside those days, are you booking appointments? Are you setting up one-on-ones yourself?

做得好的领导人，平均每天五六个约，电话、Zoom、线下、一对一、培训都算在里面。伙伴打电话来，开着车也能接。这就是 availability。

Strong leaders average five or six appointments a day, counting calls, Zoom, in person, one-on-ones and training. When a partner calls, they pick up, even while driving. That's availability.

从每周两天开始Start with Two Days a Week

AVAILABILITY

周三：负责学习Wednesday: learn

白天跟经理在办公室，学产品、看视频、邀约；晚上公司培训In the office with your manager by day (products, videos, inviting); company training at night

周六：负责出门Saturday: go out

上午培训，下午跟培训师出去见人Training in the morning, appointments with your trainer all afternoon

其他日子The other days

周一、周二、周日，照常陪家人Monday, Tuesday and Sunday stay with family

只学习不行动不行；一天学，一天做Learning without action won't work: one day to learn, one day to do

摊开的周计划本，其中两天用金色荧光笔标出 / An open weekly planner with two days highlighted in gold

第三条，Start with two days a week，从每周两天开始。不需要一周七天，先拿出两天：一个周三，一个周六。

Three: start with two days a week. Not seven days; carve out two to begin with, one Wednesday and one Saturday.

周三负责学习。周三晚上公司有培训，白天你就朝九晚五跟你的经理在办公室学习：学产品、听视频、做邀约。跟你的经理说：「周三我想到公司来，你陪我一起。」我们相信没有哪个经理会说「我不去，你自己去」，只要你想要，大家都会陪伴、陪跑。

Wednesday is for learning. There's company training Wednesday night, so spend the day, nine to five, in the office with your manager: products, videos, inviting. Tell your manager, "I want to come in on Wednesday; come with me." We don't believe any manager would say "go by yourself." If you want it, everyone will be there to run alongside you.

周六负责出门。周六上午培训完，整个下午就跟培训师出去见人。我们的生意是在线下或者 Zoom 上做的，你不能两天都光学习，没有 activity、没有 action 不行。

Saturday is for going out. After Saturday-morning training, spend the whole afternoon meeting people with your trainer. Our business happens face to face or on Zoom; two days of nothing but learning, with no activity and no action, won't work.

为什么选这两天？实战经验。周六大家都休息，好约人；周三大家都上班，不好约。而且如果周三白天去见一整天人，受了打击，晚上来培训就没状态了。所以周三学、周六做，这是黄金两天。周一、周二、周日，陪家人、带孩子出去玩，都可以。

Why these two days? Field experience. People are free on Saturdays, so they're easier to book; on Wednesdays they work. And if you spend all Wednesday in meetings and get knocked back, you'll have nothing left for training that night. So learn on Wednesday and do on Saturday: two golden days. Monday, Tuesday and Sunday are yours for family and the kids.

讲师提醒Presenter note

这一页只讲时间怎么安排，不要配任何收入数字（「每周两天赚多少」这类说法不讲，也不要拿去跟潜在伙伴讲）。收入怎么算，只用《四种收入》里的制度算例。

This slide is about scheduling only. Don't attach any income figure to it ("two days a week earns X"), and never use one with prospective partners. For how income works, use only the structural examples in Four Incomes.

可教性自测：你真的听得进吗？Coachability: Can You Really Be Coached?

COACHABILITY

听不懂的，也听得进去Listen beyond what you understand

只听本来就认同的，那叫英雄所见略同。拉开差距的，是听你听不懂的Taking advice you already agreed with isn't coaching. The gap opens on what you don't yet understand.

接受反馈，不急着解释Accept feedback without defending

别第一时间反驳，先听完：反馈是进步的捷径Don't jump to "that's not what I meant." Hear it out first.

把指导变成行动Turn coaching into action

不怕犯新错误，同样的错误不犯第二次New mistakes are fine; the same mistake twice isn't.

可教性不是会点头，而是听得进、改得了、做得到Coachability isn't nodding; it's listening, adjusting and acting

第二个自测，可教性，coachability。「我很听话，我在这里是听话照做的。」你真的听话吗？三个测试点。

The second self-test: coachability. "I do what I'm told here." Do you really? Three checks.

第一，Listen beyond what you understand，听不懂的也得听进去。有的伙伴说：「我听话啊，公司说进来先成为客户，我自己也买了。」这不叫听话，这叫英雄所见略同，本来就跟你想的一样。真正的考验是你不认同的时候：比如公司七月份在拉斯维加斯开年会，你觉得没必要去，在公司培训就行了。这时候听不听？拉开差距的，就是你听那些听不懂的。

One: listen beyond what you understand. Some say, "Of course I listen. The company said become a client first, and I bought a policy." That isn't coachability; you already agreed. The real test is when you don't: say the company holds its convention in Las Vegas in July, and you think there's no need to go, training in the office is enough. Do you listen then? The gap opens on the advice you don't yet understand.

第二，Accept feedback without defending，接受反馈，不着急解释。这一条特别重要。当你的导师、经理、培训师给你提意见的时候，别第一时间反驳：「不对，我不是那么想的，其实……」先听他讲完，OK，有道理。

Two: accept feedback without defending. This one matters a lot. When your mentor, manager or trainer gives you feedback, don't fire back right away: "No, that's not what I meant, actually…" Let them finish. OK, that makes sense.

第三，把指导变成行动，coaching into action。没有行动、没有执行，一切都没用。不要害怕犯新的错误，但是同样的错误，绝对不能犯两次。

Three: turn coaching into action. Without action and execution, none of it matters. Don't be afraid of new mistakes, but never make the same one twice.

能力自测：跟学历没关系，跟学习力有关系Capability: Not Your Degree, How You Learn

CAPABILITY

学得快Learn fast

同一堂课，大家同时听：你能不能抓住重点，很快上手？Everyone heard the same class: can you catch the key point and get going quickly?

做得到Execute

别光听，能不能把想法变成行动，并持续做出来？Don't just listen: can you turn ideas into action and keep delivering?

有担当Take ownership

不顺时先问自己，不找外因：永远向内求When things go wrong, look at yourself first, not the chairs, the lights or the air conditioning

能力不只是努力，是学得快、做得到、有担当Capability isn't just effort; it's learning fast, executing and owning it

第三个自测，能力，capability。「我有能力，我是硕士、博士，我会销售。」请把这句话写下来： 跟学历没关系，跟学习力有关系。

The third self-test: capability. "I'm capable. I have a master's, a PhD, I can sell." Write this down: it has nothing to do with your degree and everything to do with how you learn.

学历在大学的时候就结束了。现在有多少伙伴，做的工作跟自己读的专业根本不一样？你现在的工作，本身就是从头学起来的。所以学历不重要，学习力才关键。三个自测。

Your degree ended with college. How many of us now do work that has nothing to do with what we studied? Your current job is itself something you learned from scratch. So the degree doesn't matter; the ability to learn does. Three checks.

第一，学得快。今天这一堂课，所有伙伴是同时听的，你学得够快吗？第二，做得到，execute：别光听，你做了吗？第三，有担当，英文叫 ownership，这一条特别重要。意思是执行过程中遇到不顺的事，能不能先把责任归到自己身上：「是不是我做得还不够好？」还是天天抱怨，公司椅子不舒服、灯太亮、空调不够凉？总有伙伴在找外因。永远向内求。

One, learn fast. Everyone here heard today's class at the same time; are you learning fast enough? Two, execute: don't just listen; did you do it? Three, ownership, and this one matters most. When things go badly, can you take responsibility first, "Maybe I haven't done well enough yet," or do you complain every day that the chairs are uncomfortable, the lights too bright, the air conditioning too weak? Some people always look for outside causes. Always look inward.

忠诚度自测：不是一句「我很忠诚」Loyalty: More Than "I'm Loyal"

LOYALTY

1

困难时守得住承诺Stay committed when it gets hard

事业是过山车，一定有起有落；区别在于放不放弃A business is a roller coaster; the difference is whether you quit

2

建立信任，不制造分裂Build trust; don't create division

开心做事、开心赚钱，不在背后议论这个、那个Work and earn happily; no talking behind people's backs

3

选择长期，不只看眼前Choose the long term

这是长期主义的生意，不看短期得失This is a long-game business, not short-term gains and losses

有时间做 · 愿意学 · 有能力 · 留得住Has the time · wants to learn · can deliver · will stay

第四个自测，忠诚度，loyalty。「我挺忠诚的，对公司一直很忠诚。」不是说这一句话，是三件事。

The fourth self-test: loyalty. "I'm loyal; I've always been loyal to the company." It isn't that sentence. It's three things.

第一，困难时守得住承诺，stay committed when it gets hard。事业不会一帆风顺，事业是过山车，一定是 up and down 的。成功的人和失败的人，区别就在于不放弃。

One, stay committed when it gets hard. No business runs smoothly; it's a roller coaster, always up and down. The difference between people who make it and people who don't is that they don't quit.

第二，建立信任，不制造分裂。这一条很关键。我们最不喜欢的，就是团队伙伴搞分裂。大家来这里是开心做事、开心赚钱的，不需要天天在背后说这个、议论那个，累不累？

Two, build trust, don't create division. This is crucial. What we like least is partners stirring up division. We're here to work happily and earn happily; there's no need to spend every day talking about this person or that one behind their backs. Isn't that exhausting?

第三，选择长期，而不只看眼前。我们做的是长期主义的生意，不是看眼前短期的得失。

Three, choose the long term over the short term. Ours is a long-game business, not one about short-term gains and losses.

四个自测合起来，就是底下这一行：有时间做、愿意学、有能力、留得住。先拿它测自己，再拿它看你要带的人。

Put the four tests together and you get the line at the bottom: has the time, wants to learn, can deliver, will stay. Test yourself with it first, then use it to look at the people you lead.

三、团队不成长，领导要先改变自己3. The Leader Changes First

LEADER FIRST

知人者智，自知者明Knowing others is intelligence; knowing yourself is wisdom

不是……It isn't…	而是……It's…
团队执行力差The team doesn't execute	你的培训和跟进不到位Your training and follow-up fall short
团队不够努力The team isn't trying	你的沟通方法有问题：不要命令，要询问Your communication: ask, don't order
新人留不住New people don't stay	你没有陪跑You didn't run alongside them

最后一个问题：为什么团队不成长？领导要先改变自己。

The last question: why isn't the team growing? The leader has to change first.

只要你对你的团队不满意，「今年到九月了，我的团队我不满意」，永远先从自己身上找原因。分享一句话：知人者智，自知者明。你得回到自己的问题上。

Whenever you're unhappy with your team, "it's September and I'm not happy with how my team is doing," look at yourself first, every time. As the saying goes, knowing others is intelligence; knowing yourself is wisdom. Come back to your own part in it.

三句话。第一，不是团队执行力差，是你的培训和跟进不到位。第二，不是团队不够努力，是你的沟通方法有问题。 communication 很重要，不要命令，要询问。第三，不是新人留不住，是你没有陪跑。陪伴本身，就是留人的办法。

Three lines. One: it isn't that the team doesn't execute; your training and follow-up fall short. Two: it isn't that the team doesn't try; your communication needs work. Communication matters: don't order, ask. Three: it isn't that new people won't stay; you didn't run alongside them. Being there is itself what keeps people.

第一句怎么做到，下一页讲。

How to get the first one right is on the next slide.

目标发下去，要盯、要问、要陪Set the Goal, Then Follow Up

FOLLOW-UP

月初Day 1发目标：这个月团队招十个，你的是两个Set it: ten recruits for the team this month, two of them yours 第 7 天Day 7「已经过了七天，你的两个还没动，需要我帮什么？下周我有时间，有人约给我。」"A week's gone and your two haven't moved. What do you need from me? I'm free next week; send people my way." 每一周Weekly问进度，不是下命令Ask about progress; don't issue orders 全程Throughout陪跑：一起约、一起见Run alongside: book together, meet together

月初说一次，三十天后谁都忘了Say it once on day one, and by day thirty everyone has forgotten

一位资深伙伴和一位新人并肩走在办公室走廊上，边走边讲 / A senior partner and a new team member walking side by side down an office corridor, talking

「不是团队执行力差，是你的培训和跟进不到位」，这句话怎么理解？举个例子。

"It isn't the team's execution; it's your training and follow-up." What does that look like? An example.

月初开会说：「咱们这个月努努力，团队招十个人。」任务都布置下去了，这个招两个、那个招三个。结果到了月底，谁都没做到。问一句：你催了吗？你只在月初说了一次，一个月三十天，目标早就忘了。

At the start of the month you say, "Let's push this month: ten recruits for the team." You hand out targets, two for one person, three for another. By month-end nobody has hit theirs. So ask yourself: did you follow up? You said it once on day one; thirty days later the target was long forgotten.

要学会盯着团队的目标。目标发完之后，过了七天去问：「咱们这个月目标是十个招募，你的目标是两个，已经过了七天，目前还没有动静，有什么需要我帮你的？下周我有时间，有人约给我。」做得好的领导人，早上六七点就开始在群里问进度了。

Learn to keep your eyes on the team's goals. A week after setting them, check in: "Our goal this month is ten recruits and yours is two. It's been seven days and nothing has moved yet. What can I do to help? I'm free next week; book people with me." Strong leaders are asking about progress in the group chat by six or seven in the morning.

注意说话的方式：是询问，不是命令。「你怎么还没招到？」和「需要我帮你什么？」，效果完全不一样。最后，最好的跟进是陪跑：一起约人，一起去见。就像照片里这样，并肩走。

Mind how you say it: ask, don't order. "Why haven't you recruited anyone yet?" and "What do you need from me?" land completely differently. And the best follow-up is running alongside: booking together, meeting together, side by side like the photo.

当你改变，一切都改变（上）When You Change, Everything Changes (I)

CHANGE

1

注重形象 · Dress SharpDress sharp

别人不知道你几颗钻，只会在三十秒里从头看到脚People don't know your rank; they take you in, head to toe, in thirty seconds

2

保持谦逊 · Be HumbleBe humble

谦逊使人进步，自大阻碍成长Humility opens doors; ego blocks growth

3

从「公主」到仆人式领导From "princess" to servant leader

以服务带领，而非发号施令Lead by serving, not by demanding

4

以身作则 · Lead by ExampleLead by example

团队目标招十个，你自己先招三个Team target ten? Bring in three yourself first

5

停止控制，开始信任Stop controlling, start trusting

信任让团队有成长空间Trust gives the team room to grow

6

感恩是行动，而非言语Gratitude is action, not words

感恩要有行动，才能建立强大的文化Thanks that's acted on builds a strong culture

当你觉得团队结果不满意的时候，永远从自己找原因。When you change, everything changes，当你改变，一切都改变。十条，分两页讲。

When you're unhappy with the team's results, look at yourself first, always. When you change, everything changes. Ten points over two slides.

第一，注重形象，dress sharp。我们是销售的行业，也是建团队的行业。别人见你，不了解公司，不知道你是什么团队，也不知道你几颗钻，只是看你这个人。特别是女生看女生，三十秒，从头发丝看到脚指甲。你的穿着非常关键。

One, dress sharp. We're in sales and in team building. When people meet you, they don't know the company, your team or your rank; they only see you. Especially women sizing up women: thirty seconds, from your hair to your toenails. What you wear matters a great deal.

第二，保持谦逊，be humble，谦逊使人进步。第三，少一点「小公主」，多为别人服务，做仆人式的领导，以服务带领，而不是发号施令。

Two, be humble; humility is how you grow. Three, less "little princess," more serving others: be a servant leader who leads by serving, not by giving orders.

第四，以身作则，leading by example，跟团队提的要求，自己先要做到。团队目标这个月招十个，你自己先招了三个，到月底你说话比谁都有底气，因为你做到了；你自己只招了一个，你连这个月的目标都不好意思提。

Four, lead by example: do first whatever you ask of the team. If the team target is ten and you've brought in three yourself, you speak with more weight than anyone at month-end, because you did it. If you brought in one, you can hardly bring up the target at all.

第五，停止控制，开始信任。第六，感恩是行动，而非言语，光说谢谢不够，要有行动，才能建立强大的文化。

Five, stop controlling and start trusting. Six, gratitude is action, not words: saying thank you isn't enough; acting on it is what builds a strong culture.

当你改变，一切都改变（下）When You Change, Everything Changes (II)

CHANGE

7

不只是出现，更要挺身而出Don't just show up; step up

积极参与，创造影响力Be present, be involved, be the difference

8

停止当英雄，建立系统Stop being the hero; build a system

不是做团队里最厉害的那个，是培养出很多厉害的人Not the best on the team, but the one who builds many strong people

9

不要挑人，要培养人Don't pick people; develop them

把别人都说不行的人带出来，大家才觉得你厉害Develop the one everyone wrote off, and people credit you

10

少一些自己发光，让更多人发光Shine less; let others shine

真正的领导者成就他人A true leader makes others successful

伟大的领导者不等待改变，他们成为改变A great leader doesn't wait for change; they become it

第七，不只是出现，更要挺身而出。到场只是开始，要积极参与，在需要的时候站出来。

Seven, don't just show up; step up. Being there is only the start; get involved, and stand up when you're needed.

第八，停止当英雄。不是让你成为团队里最厉害的那一个，是你能不能在你的团队里培养出很多很多厉害的人。英雄会累垮，系统才能放大。

Eight, stop being the hero. The point isn't to be the strongest person on your team; it's whether you can develop many, many strong people. Heroes burn out; systems scale.

第九，不要挑人，要学会培养人。「他不行，他也不行，他们都不行。」真正厉害的人是这样的：你把一个别人眼中本来就很厉害的人带出来，大家会觉得他本来就厉害；你把一个别人都觉得不行的人培养出来，谁都会觉得你厉害。

Nine, don't pick people; learn to develop them. "He's no good, she's no good, none of them are any good." Here's what real strength looks like: develop someone everyone already saw as strong, and people say they were always strong. Develop someone everyone wrote off, and everyone sees how strong you are.

第十，少一些自己发光，让更多人发光。真正的领导者，是成就他人的人。

Ten, shine a little less yourself and let more people shine. A true leader is someone who makes others successful.

十条合起来就是底下这一句：伟大的领导者不等待改变，他们成为改变。

All ten add up to the line at the bottom: a great leader doesn't wait for change; they become the change.

先修炼自己：改变的四种方式Fix Yourself First: Four Ways People Change

SELF

方式How	是什么What it is	效果Effect
直接被指出Being told directly	信任的导师直接指出盲点。最快，也最痛A mentor you trust names your blind spot. Fastest, and most painful	★★★★★
向榜样学习Modeling a role model	找一个你心中成功的人，看他怎么说、怎么做Study how someone you admire speaks and acts	★★★★★
书籍或资源Books and resources	读书、上课、看视频，发现自己的不足Reading, classes and videos show you your gaps	★★★
情感冲击Emotional shock	伤心事逼你改变，最不希望的方式A painful event forces the change. The way you least want	★★★★

自我提升，是领导者拥有的最高杠杆Self-improvement is a leader's highest leverage

想改变自己，有四种方式。团队最大的问题，往往是领导者盲点的映射，所以先修炼自己。

There are four ways to change yourself. A team's biggest problems usually mirror the leader's blind spots, so start with yourself.

第一种，改变最快，但也最痛苦，叫直接被指出，being directly pointed out。如果你有一个导师能直接指出你的错误，你又能虚心接受，你会成长得非常快。比如有人跟你说：「你这个朋友圈这么发不好，应该这样发。」你回一句：「太好了，学到了，明天我就改。」你就成长得飞快。如果你忙着解释「我这么发是有考虑的，我是这么这么想的」，那就慢了。还记得吗？不要 defending。

The first is the fastest and the most painful: being pointed out directly. If you have a mentor who names your mistakes and you take it humbly, you grow very fast. Say someone tells you, "That post doesn't work; do it this way." You answer, "Great, lesson learned, I'll change it tomorrow," and you grow quickly. If you rush to explain, "I posted it that way for a reason, here's what I was thinking," you grow slowly. Remember: don't defend.

第二种，向榜样学习，modeling after a role model，也能成长得很快。找到一个你心中成功的人，看他一言一行，他怎么做，你就怎么学。

The second, modeling after a role model, can also be very fast. Find someone you see as successful, watch everything they say and do, and learn from how they do it.

第三种，通过书籍或资源学习。以前是 YouTube，后来是小红书，现在短视频平台上也有很多很好的视频可以学。

The third, books and resources. It used to be YouTube, then RedNote; today short-video platforms have plenty of excellent material too.

第四种，是我们最不希望发生的，叫情感冲击，emotional shock：团队里发生了一件让你很伤心的事，比如一个很重要的人走了，你才后悔「当时真不该那么做」。我们最希望的，是你通过前面三种方式进步，而不是第四种。

The fourth is the one we least want: emotional shock. Something painful happens on the team, say someone important leaves, and only then do you think, "I really shouldn't have handled it that way." Our hope is that you grow through the first three, not the fourth.

最后：出海的渔夫Last: The Fisherman

BELIEF

渔夫出海之前，并不知道鱼在哪里，但他仍然满怀信心地出海：因为有船长带领，他相信终将满载而归A fisherman doesn't know where the fish are before he sails, yet he sails with confidence: there's a captain, and he trusts he'll come home full

每一个招募背后，都是一个家庭Behind every recruit is a family
最需要钱的时候：几百块是朋友，几千块是家人，几十万、上百万是保险When money is needed most: friends give hundreds, family thousands; insurance can give hundreds of thousands or more
那不是锦上添花，是雪中送炭That isn't a luxury on top; it's help when it's needed most

黎明时分，一艘小渔船驶向海面，渔夫站在船头望向远方 / A small fishing boat heading out at dawn, the fisherman standing at the bow looking ahead

最后一张图，送给大家。

One last picture for everyone.

渔夫出海之前，并不知道鱼在哪里，但是他仍然会满怀信心地出海。因为有船长的带领，他相信终将满载而归。我们做这份事业，是不是也像出海一样？你每天出门、每个月开始，都不知道这个月会怎么样，不知道今天见的三个人能不能成。但是你要满怀信心：今天我出去见这三个人，我相信我能帮到他们。

Before a fisherman sails, he doesn't know where the fish are, yet he still sets out full of confidence. There's a captain leading, and he believes he'll come home with a full catch. Isn't our work much the same? Every day you head out and every month you start, you don't know how it will go or whether today's three meetings will work out. But go with confidence: I'm meeting these three people today, and I believe I can help them.

每一个招募背后，都是一个家庭。我们能帮他了解生前福利，能帮他用保单存钱。在一个人最需要钱的时候，能拿出几百块的，是朋友；能拿出几千块的，是家人；能拿出几十万、上百万的，是保险。那都不叫锦上添花，那叫雪中送炭。

Behind every recruit is a family. We can help them understand living benefits and use a policy to save. When someone needs money most, the people who can give a few hundred are friends; a few thousand, family; what can give hundreds of thousands or a million is insurance. That isn't icing on the cake. It's help in the moment it's needed most.

所以，你对自己的信心，对事业的信心，对产品的信心，非常非常重要。把这张图送给各位。今天就讲到这里，谢谢大家。

So your belief in yourself, in this work and in the product matters enormously. This picture is for you. That's all for today. Thank you, everyone.

讲师提醒Presenter note

「几十万、上百万」说的是保险作为一种保障的作用，不是对任何一张保单的赔付承诺；讲的时候不要说成具体某个产品一定赔多少。

"Hundreds of thousands or a million" describes what insurance can do as protection, not a promised payout on any policy. Don't phrase it as a specific product guaranteeing a specific amount.

阶段Stage	症状Symptom	三个原因Three causes
① 无人无结果① No people, no results	没人也没单，做了半年结果不理想Nobody joined, nothing sold, six months in	没花时间（周三、周六来上课不算，听完课去见客户才算）；没有行动（no activity）；想太多不开口（fear & overthinking）No time invested (attending class isn't it; seeing clients after class is); no activity; fear and overthinking, so you never open your mouth
② 有人无结果② People, no results	一个月招五个、十个，一张单都出不来Five or ten recruits a month, no cases	产品不够专业（自己讲不清，又不借力 CFT）；销售能力不足（产品是死的，销售是活的）；不会讲系统（快速晋升、为什么头 15,000 点不拿佣金，讲不明白、讲不生动）Weak product knowledge (and no CFT brought in to cover it); weak sales skill (the product is fixed, selling is alive); can't explain the system (fast track, why the first 15,000 points pay nothing)
③ 有单无人③ Sales, no people	自己卖卖单还行，一说招人就头疼You can sell, but recruiting feels like a headache	只看短期收入（招过一两个不积极的，就不想再培养人）；只有销售思维，没有团队思维；没有持续的招募习惯Short-term focus (one or two recruits didn't work out, so you stopped); a seller's mindset, not a team mindset; no steady recruiting habit
④ 有人有单，留不住人④ People and sales, but nobody stays	不停地招，不停地流失Recruiting nonstop, losing people nonstop	领导力弱（weak leadership）；团队文化弱（weak culture）；不培养人Weak leadership; weak culture; not developing people

不是……It isn't…	而是……It's…
团队执行力差The team doesn't execute	你的培训和跟进不到位。月初说一次「这个月招十个」，三十天后谁都忘了。目标发下去要盯：「过了七天，你的两个还没动，需要我帮什么？下周我有时间，有人约给我。」Your training and follow-up fall short. Say "ten recruits this month" once on the 1st and by the 30th everyone's forgotten. Track the goal: "It's day seven and your two haven't started. What do you need from me? I'm free next week; book someone with me."
团队不够努力The team isn't trying	你的沟通方法有问题。不要命令，要询问。Your communication needs work. Ask; don't order.
新人留不住New people don't stay	你没有陪跑。陪伴本身就是留人的办法。You didn't run alongside them. Being there is what keeps people.

方式How	是什么What it is	效果Effect
直接被指出Being pointed out directly	信任的导师、领导、伙伴直接指出你的盲点。最快，也最痛。比如有人说「你的朋友圈这样发不好，应该这样发」，你回一句「学到了，明天就改」，成长就会非常快；忙着解释「我这么发是有考虑的」，就慢了。A mentor, leader or partner you trust names your blind spot. Fastest, and most painful. Someone says "your posts don't work, do it this way"; answer "got it, I'll change it tomorrow" and you grow fast. Explain why you did it your way, and you don't.	★★★★★
向榜样学习Modeling a role model	找到一个你心中成功的人，看他怎么说话、怎么做决定、怎么待人，跟着学。Pick someone you see as successful and study how they speak, decide and treat people.	★★★★★
通过书籍或资源学习Books and resources	读书、上课、看视频，发现自己的不足。好的短视频平台也是很好的学习资源。推荐书目见销售五问。Reading, classes, videos. Good short-video platforms are a real resource too. Book picks are in Five Sales Questions.	★★★
情感冲击Emotional shock	挫败、失败或者团队里一件很伤心的事（比如一个重要的人走了）逼你改变。最不希望用这种方式学到。A failure or a painful event on the team (someone important leaves) forces the change. The way you least want to learn.	★★★★

Three Team Questions