Orrin Woodward Leadership

Inc Magazine Top 20 Leader Orrin Woodward shares his leadership secrets.

  • Orrin Woodward

    Guinness World Record Holder for largest book signing ever, Orrin Woodward is a NY Times bestselling author of And Justice For All along with RESOLVED & coauthor of LeaderShift and Launching a Leadership Revolution. His books have sold over one million copies in the leadership and liberty fields. RESOLVED: 13 Resolutions For LIFE made the Top 100 All-Time Best Leadership Books and the 13 Resolutions are the framework for the top selling Mental Fitness Challenge personal development program.

    Orrin made the Top 20 Inc. Magazine Leadership list & has co-founded two multi-million dollar leadership companies. Currently, he serves as the Chairman of the Board of the LIFE Leadership. He has a B.S. degree from GMI-EMI (now Kettering University) in manufacturing systems engineering. He holds four U.S. patents, and won an exclusive National Technical Benchmarking Award.

    This blog is an Alltop selection and ranked in HR's Top 100 Blogs for Management & Leadership.

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Replacing Limiting Beliefs

Posted by Orrin Woodward on December 31, 2014

The biggest champions in life dare to challenge and replace their limiting beliefs. Indeed, every person desiring to move on must examine the gap between intentions and actions to detect where his limiting beliefs are. Once the performance gap is identified, a person can then begin to ask the tough questions to determine why his intentions and actions do not align.

Not surprisingly, the answers a person gets in life depend upon the questions he asks himself. For the better questions a person asks, the better answers he receives. Unfortunately, a limiting belief is limiting because it narrows the questions a person is willing to ask himself. Thus, it limits his answers. This, in fact, is why so few people change even when the answers are right in front of them.

This isn’t new, for Socrates noted many years ago that the unexamined life is not worth living. Nonetheless, few people examine their belief systems; instead, most prefer to live in a state of denial regardless of the consequences. Interestingly, Winston Churchill, who spent a lifetime studying people and leadership, identified the same failure mode when he wrote, “Men occasionally stumble over the truth, but most of them pick themselves up and hurry off as if nothing ever happened.”

Thankfully, however, this doesn’t have to be true for you. 2015 is a new year, and it can be the turning point in your life. Perhaps it’s time to courageously confront the limiting beliefs holding you back from your dreams and goals. From here forward, make the decision not to run away from truth. Instead, allow the data in each area of your life to help you identify and remove limiting beliefs. Yes, it is scary when you admit to yourself that you don’t have everything figured out, but it’s also one of the most important and liberating days of your life.

For example, before starting into the leadership field, I had two experiences in high school and college (one was a required public speaking class for my MBA program at the University of Michigan) that I would like to forget. In both instances, I received zeros! That’s right: absolute objective failure. I am not making excuses. I earned the scores because I literally lost my train of thought and just stared at the crowd before ignominiously walking back to my seat. For years, I just avoided public speaking, but my dream of running a leadership company propelled me forward. I knew my limiting belief about speaking and my dream could not coexist. One had to be discarded.

Although it took time to develop my speaking ability, the key victory was in discarding my limiting belief that I had nothing to say worth listening to. How did I do this? First, by asking questions and realizing that failure is an event, not a person. Yes, I failed at speaking several times, but that didn’t mean I couldn’t speak. It only meant that I had not developed the knowledge to speak freely on the subjects assigned. Second, I vowed to never give a speech again. Instead, I would learn my subject so well that I could just speak extemporaneously for hours at a time. To this day, I don’t give speeches; I merely share what is in my heart with others. 

By noting just a few key words on a piece of paper, I was able to keep my thoughts organized while sharing my passion for whatever subject I had researched and lived. Thousands of talks later (over 10,000 hours in front of people), and I received a message from Inc. magazine that they had recognized me as one of the Top 100 Convention Speakers. What? Seriously? From two zeros in public speaking to Inc. magazine’s top speaker list? How did that happen? First and foremost, by God’s grace. Then, by learning to ask better questions to identify why I was so scared to speak in front of people.

I shared this personal story not to shed light upon myself but rather to shed light upon the reader’s dreams. Whatever you fear the most in life may be your biggest gift to give to the world. LIFE Leadership can help provide you the tools to overcome your limiting beliefs. Perhaps 2015 is the year you will confront your limiting beliefs Goliath. And, when you do, you will begin your success journey to the top. I wish you all the success you deserve.


Orrin Woodward

Posted in Leadership/Personal Development, LIFE Leadership | 31 Comments »

Breaking Free of the Financial Matrix

Posted by Orrin Woodward on December 26, 2014

“Whoever does not wish to render history incomprehensible by departmentalizing it – political, economic, social – would perhaps take the view that it is in essence a battle of dominant wills, fighting in every way they can for the material which is common to everything they construct: the human labor force.” – Bertrand De Jouvenel

“In essence, land, labor, capital and entrepreneurship encompass all of the inputs needed to produce a good or service. Land represents all natural resources, such as timber and gold, used in the production of a good. Labor is all of the work that laborers and workers perform at all levels of an organization, except for the entrepreneur. The entrepreneur is the individual who takes an idea and attempts to make an economic profit from it by combining all other factors of production. The entrepreneur also takes on all of the risks and rewards of the business. The capital is all of the tools and machinery used to produce a good or service.” – Investopedia

And Justice For All

And Justice For All

These two quotes led to one of my biggest breakthroughs in understanding the current financial system. This led me to write in my Guinness World Record setting book And Justice For All (AJFA) on how the elites control the factors of production to control society’s wealth. Indeed, by reading the two quotes above and referring back to my chapter in AJFA on the factors of production and the Five Laws of Decline (FLD), one can clearly see how the elites have controlled the masses throughout history. Here is a segment I wrote on the factors of production in AJFA:

Although De Jouvenel didn’t use the terms FLD and SDS, but he certainly described the effects of both wonderfully. For if the FLD truly drives the elites to control the masses’ production, they must do so by exploiting the three inputs of all production (labor, land, and capital) as outlined by the “classical economists” like Smith, Ricardo, and Mill. One can confirm the validity of the FLD by realizing that the elites, in order to exploit the masses’ production, must exploit labor, land, or capital since these are the only three inputs for all production. As explained below, a person would be hard-pressed to find another example where theory matches reality any closer than the FLD theory matches the actions of the world’s exploiters.

The FLD exploitation by elites over the masses’ production originated with the elites controlling the masses’ labor (physical slavery) to control production. Indeed, for thousands of years, this was the preferred method of control. Over time, however, this method fell out of favor as Christianity permeated Roman society. As it became increasingly intolerable for Christians to enslave fellow Christians (regrettably, enslaving non-Christians was still tolerable), the exploiters switched to the second factor of production – land. Instead of physical slavery, the masses now endured land serfdom, as the elites owned and controlled the land. The elites’ direct ownership of the land gave them indirect ownership of the people. Fortunately for the people, however, as the free market system blossomed, they were no longer beholden to the land-owning aristocracy for survival, and were increasingly able to prosper through private enterprise and businesses of their own.

It is not hard to guess what the elites did next, given that there was only one input of production (capital) left to control. As predicted, when feudalism had run its course and private enterprise began to spread, the battle between State and society for the control of capital commenced. Although society at first successfully created a gold standard (which checked the State’s ability to control the monetary system), the elite statists eventually regained the upper hand. The State (always hungry for funds to increase its power) finally wrestled money away from the FLD-restraining gold standard and became capital’s sole creator, owner, and controller. They did this through the artifices of the central banking system’s centralized planning of the money supply. The elites, by directly controlling the monetary system, thereby indirectly control the masses’ production since nearly everyone uses capital (the third input of all production) in today’s money economies. The exploitation of capital by the elites confirms in practice what a study of the FLD and its interaction with the three factors of production predicted in theory.

The elites, throughout history have meddled with the factors of production to ensure control and plunder over the masses. In the modern world, slavery and serfdom are, for the most part, illegal; however, financial subjugation is alive and well. Today, the elites control the entrepreneur by controlling the capital he needs to perform his task. This, naturally, leads to indirect control of the masses who work for these “owned” entrepreneurs. More directly, however, today’s financial subjugation of the masses is accomplished by the elites enticing them into debt. Through offering them consumer goods on longterm credit plans, the masses sell themselves into bondage for the latest houses, cars, and technological gadgets.

In essence, a person is imprisoned within the Financial Matrix if, when he goes to bed at night, he wakes up the next morning owing more money than he did the night previous. Thankfully, it is possible to escape the Financial Matrix. In fact, one of my goals for 2015 is to improve LIFE Leadership‘s messaging on the Financial Fitness program to help people get free from the Financial Matrix enslaving them into the bondage of debt and stress.

I am not suggesting fighting the powers-that-be; instead, I am suggesting a grassroots movement of millions of people who take responsibility to clean up their own financial messes. Through this example of modeling and messaging, our politicians will learn the proper principles and we can create real change! Indeed, doesn’t it seem foolish to demand from our politicians behaviors we are unwilling to live in our own lives. This reminds me of a saying one of my early mentors told me, “Clean up your own bedroom before you attempt to clean up the world.”

Perhaps the best description of the modern monetary malady was written by financial reformer Michael Rowbotham in his impressive book The Grip of Death:

For example, every country in the world suffers from a massive and constantly increasing national debt. Britain has a national debt that is fast approaching £400 billion. Canada’s debt has reached $560 billion and Germany’s now exceeds 500 billion deutschmarks. So are these poor countries? No more so than Japan with a debt equivalent to two trillion dollars or America with a national debt now in excess of five trillion dollars. Since the poorer nations are crippled by their indebtedness to international lending institutions and foreign banks, the overall picture is of a world suffering acute and ever worsening insolvency.

But this is really quite illogical and absurd… The question almost asks itself. If all the nations of the world are in debt, who are they in debt to? Rationally, where there is a debtor, there should be someone else who is a creditor. If every nation is in debt, who, precisely, owes whom? In addition to the logical absurdity of all nations being simultaneously insolvent, such escalating national debts are a complete contradiction of the real and obvious wealth of these nations. This is underlined by the fact that the nations which run the largest national debts are those with the most advanced economies. What can we say to the developing nations struggling under the burden of their debt, nations who have copied our economic institutions and aspire to a life free from poverty? ‘Work hard, and one day your debt will be as small as America’s – a mere five trillion dollars!’

These are not the only contradictory financial statements to go virtually unchallenged by the majority of economists. In addition to mounting national debts, the level of private debt shouldered by people and businesses is also escalating. The total of loans, mortgages, overdrafts and credit card purchases is massive and in Britain stands at some £780 billion, £500 billion of which is borne by ordinary people. The Americans, supposedly the richest citizens ever to walk the face of the planet, are the most heavily indebted people of the world, carrying mortgage debts that currently total $4.2 trillion. They are said to go shopping with their credit cards bolstered. As with national debts, such escalating domestic debt is a complete contradiction of the wealth present in those nations.

2015 is the year to escape the Financial Matrix through learning the defense, offense, and playing field of finances. I plan on doing my part. Will you?


Orrin Woodward

Posted in Finances | 19 Comments »

Leaders Increase Capacity to Handle More Complexity

Posted by Orrin Woodward on December 15, 2014

Since the world continues to grow more complex, so too must its leaders continue to grow. World leaders, in short, must increase capacity to handle more complexity. And the company that creates the best environment for people to grow personally will increase its professional capacity the fastest. This is the only sustainable competitive advantage today.

I embedded a video that describes the steps to increase one’s leadership capacity. LIFE Leadership is helping companies grow leaders and build a sustainable competitive advantage.


Orrin Woodward

Posted in Leadership/Personal Development, LIFE Leadership | 16 Comments »

Why Most People Fail: Lack of Vision

Posted by Orrin Woodward on December 4, 2014

I tweeted out a quote this morning that read: Winners learn from the past, live in the present, and lead into the future.

Failures, however, reject this advice. In fact, they follow an opposite path which ensures failure.

If I were to tweet out how to fail in life it would read: Failures replay the past, react in the present, and rationalize away the future.

If this quote is closer to your current mindset, the good news is – YOU can change it!

Now I am not promising it will be easy. Failure is a mindset that quickly becomes a habitual. Nonetheless, with disciplined mental and physical work, a failure mindset can be transformed into a winning one. I believe your future is worth changing for. Doing so will bless, not only your life, but also those you love.

Let’s unpack each step of the failure mindset.

First, failures do not learn from the past. Instead, they beat themselves (or others) up for their past mistakes. Replaying the past to blame or justify is a sure recipe for failure. Wearing a victim lens in life may reduce the short-term pain but only by ensuring longterm failure. In short, a person cannot learn from the past when he is playing the victim card.

Second, because failures don’t learn from the past, they often repeat it. Wisdom is the fruit enjoyed by those who accept personal responsibility for all of life’s outcomes. True, unfair things happen to everyone, but how a person responds is the key. Failures, because they do not seek wisdom, end up living reactively rather than proactively.

Finally, because failures constantly replay past mistakes and are reactive rather than proactive, they have little time to focus on the future. Of course, this ensures they will not effectively lead themselves nor others into a brighter future. Instead, failures rationalize away their futures on altars of past failures. How sad.

Fortunately, there is another plan.

Winners have a different mindset. It doesn’t matter what happened in the past because it is history. All that is left from the past are the lessons one can learn from them. It doesn’t matter how bad it is in the present because it’s just a function of reaping what you have sowed in the past. However (drum roll please), to truly change one’s life, it is absolutely essential to envision where one wants to go. For without a clear picture of the future life a person desires, he will not generate the internal motivation necessary to create real change.  

Lead with Vision

Lead with Vision

Failures have to see it to believe it and thus never believe or do anything without seeing first. But this means they merely react to what is presented to them rather than pro-act to create something new. Winners, on the other hand, believe it, see it, and thus work like crazy to make what they “see” come true. That’s the SECRET! Successful people apply consistent effort to turn their mental dreams into physical realities. 

Yes, winners work hard, but so do many failures. It’s important to understand that it’s not the work that separates the successful from the unsuccessful; it’s vision. More specifically, it’s a vision believed so deeply that it becomes a metaphysically reality. The physical work, then, is just investing the time to formally present externally what is already known internally. 

Accordingly, the key question for all success is: are you disciplining your mind to see your future reality? I know, I know, the reader is probably thinking – but I don’t have time for that. Think through that statement for a second. A person who says he doesn’t have time to envision his future, is like a tourist who says he doesn’t have time to look at the local map. Although the tourist may save time in the short run, he ends up repeating many steps and loses out on many rewards in the long run. In a similar fashion, so too does the hard worker without vision.

I believe it’s time to learn from the past while living in the present, and leading (with massive vision) into the future? In fact, I believe this so strongly, I co-founded LIFE Leadership to help people live the life they’ve always wanted.


Orrin Woodward

Posted in Leadership/Personal Development, LIFE Leadership | 35 Comments »

Building a Leadership Culture

Posted by Orrin Woodward on December 1, 2014

Leadership Culture

Leadership Culture

The longer I am in the leadership field, the more apparent it is to me that creating a leadership culture is the key to longterm results in any company. Yes, a leader must be a top performer, but that, by itself, cannot produce longterm excellence. Indeed, only when the leader works on creating a culture of excellence will his/her company fulfill its potential.

Perhaps the simplest description of culture is to recognize the relation between the community’s culture and the leader’s expectation. Whatever the leader finds acceptable (believes, behaviors, and results) soon becomes the cultural norms for the organization. Therefore, when leaders do not like the current results, they must begin by changing their expectations and standard of excellence.

Unfortunately, most top performers seem to struggle with the jump into leadership because they do not understand how to effectively transfer their personal high standards into the community-at-large. This explains why so many top performers end up failing when promoted into leadership positions. Nonetheless, the good news is that every performer can become a leader through studying and applying the leadership soft-skills.

There are only four lens’s a person can wear in life (victim, follower, performer, and leader). If someone has worked hard to reach the performer lens, there is simply no reason not to continue progressing and put on the leadership lens. This is exactly why I (and my co-founders) formed LIFE Leadership, namely, to help people move up lens levels until they become effective leaders in the homes, communities, and companies.

Isn’t it time for the reader to become a leader and create a culture of excellence in your sphere of influence?


Orrin Woodward

Posted in All News | 20 Comments »

The Law of Averages Produces Results

Posted by Orrin Woodward on November 17, 2014

Most successful people realize that the Law of Averages (LOA) is a key part of success in any field. For when a person leverages the LOA properly, the seemingly unpredictable becomes very predictable. Unfortunately, most people do not allow the LOA to work in their favor and then label themselves failures when actually they have only failed to apply the LOA. Here is a short segment from the LIFE Leadership major function where I share how to leverage the Law of Averages to produce results!


Orrin Woodward

Posted in LIFE Leadership, Life Training, Orrin Woodward | 12 Comments »

Dan and Lisa Hawkins: Past and Future

Posted by Orrin Woodward on November 13, 2014

Two traveling monks that were sworn to avoid contact with females reached a river where they met a young woman. Wary of the current, she asked if they could carry her across. One of the monks hesitated, but the other quickly picked her up onto his shoulders, transported her across the water, and put her down on the other bank. She thanked him and departed. 

As the monks continued on their way, the one was brooding and preoccupied. Unable to hold his silence, he spoke out. “Brother, our spiritual training teaches us to avoid any contact with women, but you picked that one up on your shoulders and carried her!” 

“Brother,” the second monk replied, “I set her down on the other side, while you are still carrying her.”

I love this story because it teaches a great principle of success, namely, one must not let his past hinder his future. So many people continue to replay a bad experience from their past which only ensures that their futures are as bleak as their pasts. What is the use in doing that? Most people simply do not understand what they are doing, but for anyone who has listened to LIFE Leadership materials, he/she cannot use that excuse. For them, it is simply a lack of mental discipline to feed a new empowering story to the subconscious mind that ultimately changes the outside to what is said repeatedly on the inside.  

Thankfully, Dan and Lisa Hawkins did not let their past predict their future. Through mental discipline, this couple changed the inside story from one of repeated failures due to overwhelming fear and lack of faith to one of the most inspiring entrepreneurial stories in America today. From a shy mechanic and a harried daycare provider to financially free LIFE Coaches leaders and Co-founders of LIFE Leadership! The Hawkins family legacy will never be the same.

I want to personally thank Dan and Lisa for their impressive vision, courage, and discipline to change. The reason Laurie and I refuse to slow down is because we know there are more couples like you who are looking for a way to let go of their past so they can seize their future by getting on The Leadership Train

What about you dear reader? Don’t you think it’s time to stop focusing on your hurts from the past so you start to create your victories in the future?


Orrin Woodward

Posted in LIFE Leadership, Life Training | 14 Comments »

Soft Skills vs. Hard Skills

Posted by Orrin Woodward on November 12, 2014

I wanted to share on my blog an article I wrote for LinkedIn on Soft Skills and Hard Skills. LIFE Leadership is in the sweet spot for business and personal development with its emphasis on Soft Skill growth. Soft Skills could be compared to Emotional Quotient while Hard Skills could be compared to Intelligence Quotient. Both are important but the picture of the iceberg below depicts their relative contribution. A huge thank you to CEO Chris Brady, the field leaders, and our many customers for your support.


Orrin Woodward

imagesThere is a leadership revolution brewing in America today. Companies have discovered that the mastery of technical skills alone does not make an employee a leader. In addition to the technical “hard skills,” a leader must also master the relational “soft skills” in order to advance personally and professionally.

While technical hard skills are typically learned during one’s formal education and supplemented with on-the-job training, soft skills, in contrast, are rarely taught in school or at work. Therefore, a potential leader must take personal responsibility for learning and applying the relational soft skills in his daily interactions with others. However, to do this properly, one must first understand the difference between a hard skill and a soft skill.

Perhaps the simplest method for differentiating between the two types of skills is to consider hard skills as science and soft skills as art. Whereas science focuses on objective numerical outcomes that can be measured, art focuses on subjective aesthetic outcomes that must be experienced. Hard skills (like typing speed, IQ level, or computer programming skills) can be measured objectively, while soft skills (like teamwork, patience, and persistence) can only be measured subjectively.

Soft skills produce impressive objective results because they are absolutely essential for great leadership. For instance, just because one cannot scientifically measure a leader’s influence, that does not mean it isn’t real or valuable to the company. It simply means that teammates experience the art of a leader’s soft skills despite the fact that those skills are not quantifiable. Of course leaders must have science-side competence (objective skills), but the difference maker is their art-side influence (subjective skills).

The second difference between hard and soft skills is in their scope of use. While hard skills are job-dependent techniques that can change with time and new assignments, soft skills are people-dependent and thus practically unchanging because they are based on timeless principles. When a person studies the leadership lessons from ancient Greece, Rome, and Jerusalem, he is struck by how soft skills of yesterday worked the same as they do today. That is to say, the art-side soft skills are timeless and relevant regardless of the profession one chooses, so long as it involves working with other people.

The third difference between the two skill sets is in how those skills are taught to others. Leaders can develop soft skills and even master them, but this doesn’t make it any easier to teach them to others. Unlike hard skills mastery, which can be taught in classrooms through memorization of rules and formulas, soft skills mastery must be learned in real-life experiences. In other words, hard skills can be learned in a classroom through instruction of the mind, but soft skills must be learned in life through instruction of the heart. Leadership mastery is rare because it is an art taught mostly through experience. It demands from leaders the ability to make decisions while juggling numerous initiatives, resources, and people to produce profitable results that honor the company and its people—not an easy assignment by any means and even more difficult to pass along to others.

Interestingly, today’s technological scientific age has not reduced the importance of soft skills but has, if anything, increased it. Nearly every company has impressive technology and brains, but only those with leadership apply the soft skills to adapt quickly. MIT Professor Peter Senge once wrote, “The only sustainable competitive advantage is an organization’s ability to learn faster than the competition.” Companies learn faster when leaders model and message soft skill development within their teams. The result is that more employees feel connected to the company, its leaders, and its vision, which means the organization will learn and change faster.

Not surprisingly, modern statistical research confirms the importance of soft skills. Google, in a study codenamed “Project Oxygen,” data-mined every performance review, feedback survey, and nomination for top-manager awards within the company. Google identified the eight most important skills for effective leadership and discovered that technical expertise ranked dead last out of the eight. Historically, Google’s management strategy was simple: leave the programmers alone, and when they needed help, they could reach out to their bosses, who were promoted based upon their mastery of technical skills. However, according to Laszlo Bock, Google’s Vice President of “Human Operations,” Project Oxygen changed their mindset. “In the Google context, we’d always believed that to be a manager, particularly on the engineering side, you need to be as deep or deeper a technical expert than the people who work for you,” Mr. Bock says. “It turns out that that’s absolutely the least important thing. It’s important, but pales in comparison. Much more important is just making that connection and being accessible.”

Google’s findings are not really new but merely confirm statistically what was previously known intuitively, namely, that everything rises and falls on leadership. In 1936, Dale Carnegie described what Google’s study revealed when he wrote, “. . . 15 percent of one’s financial success is due to one’s technical knowledge and about 85 percent is due to skill in human engineering—to personality and the ability to lead people.”

To be sure, hard skills are vital for professional competence, but if a person desires to climb within his profession, he must not neglect his leadership soft skills. For true leaders combine the science-side hard skills and the art-side soft skills to build leadership cultures of trust and influence. Simply put, leadership is the only sustainable competitive advantage in today’s marketplace.

Posted in Leadership/Personal Development, LIFE Leadership | 15 Comments »

Art Jonak’s MasterMind Event

Posted by Orrin Woodward on November 10, 2014

Art Jonak’s 2014 MasterMind Event was another huge success, selling out the Orlando hotel! The top leaders from around the world gathered together to benchmark best practices, inspire one another to do more, and make friendships that lasts a lifetime. For the last five years, I have supported the event because it represents everything that is right about Network Marketing.

MasterMind Event 2014

MasterMind Event 2014

There are three main reasons why I love the MasterMind events:

First, the people who attend are hungry, driven, and so uplifting to others attendees. Even though hundreds of organizations are represented, the attendees seek common ground by uplifting Network Marketing as a whole rather than pushing others down to make themselves feel higher. In other words, Art has created a win-win culture at his events.

Second, the MasterMind faculty is world-class in leadership character, competence, and communication skills. Everyone who attends the event leaves with a boatload of nuggets to improve himself/herself personally and professionally. The speakers at this event prepare months in advance to give the audience great content delivered in an engaging/entertaining style. I consider it a privilege to be friends with the MasterMind faculty.

Finally, the third reason I support the MasterMind event is Art Jonak. Art has a dream to unite the Network Marketing profession by showcasing those who are building longterm, sustainable, and profitable businesses. I don’t believe there is another person in Network Marketing willing to sacrifice his time to lift the entire profession to the level Art Jonak does. The commitment to excellence by Art is reason enough for me to support the MasterMind Event.

I learned leadership from the community building profession and I love to give back to the profession that blessed me. If you have attended one of the MasterMind events, please share how you were inspired to grow in the amazing Network Marketing profession. 


Orrin Woodward

Posted in Leadership/Personal Development, Orrin Woodward | 9 Comments »

Bird-Dogging Using the Law of Averages

Posted by Orrin Woodward on November 4, 2014

One of the talks that I shared at the LIFE Leadership Fall Convention and also the MasterMind Event was on utilizing the Law of Averages to produce better results in one’s Compensated Community. Here is a short segment of the Bird-Dogging talk for your viewing pleasure. I call the concept bird-dogging and it applies the concepts of leverage that I shared in my recently released new book The Leadership Train. Anyone involved in Network Marketing will benefit from the new book as it teaches why this profession is not a life scam, pyramid scheme, or merely a door-to-door business. Network Marketing is going mainstream thanks to the efforts of its early pioneers like those reading this blog.


Orrin Woodward

Posted in LIFE Leadership, Life Training | 17 Comments »