Orrin Woodward LIFE Leadership Team

Winner of the 2011 Independent Association of Business Top Leader Award; Orrin Woodward shares his leadership secrets.

Archive for the ‘The LIFE Business’ Category

The LIFE Business educates the world on the 8F’s of personal and professional change.

The Petition of Rights

Posted by Orrin Woodward on May 22, 2012

The Petition of Rights is the second key document in the history of English-speaking people’s freedoms, following the Magna Carta. The Petition didn’t state any new principles; rather, it was recognition of rights against the tyrannical abuse by the King Charles I. King Charles, because he needed funds for war, repeatedly violated private property by seizing assets and money from his subjects. For example, in 1627, Charles initiated “forced loans” against his people because parliament refused to approve any further taxation.

King Charles I threatened his subjects with imprisonment without trial or habeas corpus, if they refused his demand for loans. Seventy gentlemen were jailed without charges against them merely for refusing to loan the king money. King Charles I, in other words, believed he was above the law of the land, making freedom and law only as good as the whims of the sovereign, certainly not solid ground for enduring freedoms. The Petition of Rights listed five key principles that Charles I violated and demanded redress:

1. Parliamentary approval of all taxes
2. No imprisonment without due cause
3. No rejection of habeas corpus without evidence (legal action, through which a prisoner can be released from unlawful detention)
4. No forced quartering of troops in people’s homes
5. No arbitrary imposition of martial law in the land

The courage mustered by the English Parliament to stand their ground is inspiring to freedom fighters around the world. Had parliament surrendered to the King’s power play, the Magna Carta would most likely be buried under the authoritarian precedences.  Instead, however, parliament revived the Magna Carta and courageously said “no” to King Charles I, refusing to surrender the principles of freedom for pragmatic “peace without justice.” The Magna Carta and the Petition of Rights have the same goal in minds – justice under rule of law. By checking the use of arbitrary force against the people and insisting the kings, nobles, and subjects all live under the rule of law, justice was saved.

The English-speaking world would be practically unrecognizable today had the legal mind of Edward Coke not placed his pen to paper and documented the English rights against any and all usurpers. Communities must learn and love their freedoms as much as the English Parliament did in the 17th century. Thus the reason for LIFE and the Mental Fitness Challenge. Below is an excellent summary from Dr. Bill Long.

Sincerely,

Orrin Woodward

Petition of Right I (1628)

Bill Long 1/10/05

Understanding the “Process” of the Petition

 A piece of paper is never so alive as when its principles are also in the hearts of the people.

If you were to do an Internet search for “Petition of Right,” you would come up with an 11 paragraph document that stated the “objectives” of a 1628 legal reform movement. This movement not only led to the English Civil war in the 1640s but also expressed many ideas of the American Revolution. The Bill of Rights of the U.S. Constitution contains some of the principles first articulated in the Petition of Right. But the petition didn’t just emerge whole-cloth. It was shaped in difficult circumstances, where liberties had been dramatically curtailed. The purpose of this and the next three pages is to discuss the purposes of the petition, the manner in which it took shape and some of its provisions. This essay will consider the background to the petition.

Incensed at the Five Knights Case

Although the detainees were remanded to prison after the case concluded in November 1627, the issue of their imprisonment without charge did not die. As a sign that even the King’s Bench was not fully satisfied with its decision, the judgment never was entered on the record. Then, in January 1628 the prisoners were freed in anticipation of Charles I calling another Parliament (it would be his third since his accession to the throne in March 1625). He needed more money, and it would have been impossible to get Parliament to agree on more taxes if the loan “refuseniks” were still behind bars. Thus, he had to show an example of “magnanimity” by releasing them. However, elections did not go in the Crown’s favor. All “Refusers” who ran were returned to Parliament. The die was cast, even if the Crown didn’t realize it.

Thus when Parliament met in March 1628, the King wanted to take up the issue of subsidies immediately, but the House of Commons had other ideas. Still stung by the arbitrary imprisonment of loan refusers and by more recent decisions of Charles to quarter troops in private dwellings in order to save money and to enforce martial law throughout the Kingdom, the Commons decided upon a “personal rights” agenda. They agreed in principle to taxations for foreign wars, but were more concerned with addressing (and redressing) the issue of remedies for a freeman falsely imprisoned.

The Petition Takes Shape–Draft I

Catherine Bowen Drinker, in her prize-winning biography of Coke (The Lion and the Throne) states it well: the issue before the Commons was whether to go by way of bill, petition or remonstrance. The last was quickly dismissed because the Commons wanted to express more than their dissatisfaction with existing conditions. The first was also discarded because a bill (a statute) suggested that the Commons would be declaring new rights or rights insufficiently clarified in the traditions of the people. But Coke’s approach, along with others, was to see what they were doing as expressing rights long recognized rather than devising something new. Thus, a petition was the effective vehicle. But another distinction had to be made, between a petition for grace and a petition of right. The former was a request from a freeman asking the King’s mercy or largesse whereas the latter was a sort of demand (even though called a petition) for rights to be recognized. They would seek the latter.

By the end of March 1628 four basic concepts for the Petition of Right were articulated by the Commons. These were: (1) no imprisonment of freemen without cause shown. The King’s command alone was insufficient to hold a man; (2) habeas corpus was not to be denied; (3) [overlapping with the preceding] the prisoner would either be bailed or released after a habeas hearing; (4) there would be no “tax, taillage, loan, benevolence” commanded or levied without the approval of Parliament.

Defending and Revising the Petition

The thing that really stuck in the craw of the Commons was that freemen had been imprisoned without cause by royal order. But in order for the Petition to have teeth, it had to be approved by the House of Lords and assented to by the sovereign with the traditional language, supposedly going back to Edward I: “Let right be done even as it is desired.” But the House of Lords responded to the four propositions of the Commons in April with a series of paragraphs beginning with “His Majesty would be graciously pleased to declare.” In other words, the Lords wanted to transmute the petition of right into one of grace.

At the heart of the disagreement in April between Commons and Lords was whether the “intrinsical prerogative” of the King, assumed in the wording of the Lords’ answer, could trump the common law of the land. Coke declared that the language of “intrinsical prerogative” was not much found in the laws of the land. If the Commons had to agree to the wording of the Lords, it would be tantamount to agreeing that their rights were a matter of grace. In Coke’s words, “Reason of state [the philosophy of the Lords] lames Magna Carta.”

The negotiating continued throughout the Spring. Finally, the debate within the Houses of Parliament centered on one phrase, a phrase suggested by the Lords, to which the Commons could not assent. It was a request to preserve liberties but “to leave entire the sovereign power” of the monarchy. By the end of May, the Commons had convinced the Lords to drop the phrase, arguing that traditional royal prerogatives would not to be threatened by the peoples’ declaration of their desire to be safe in their persons.

 Conclusion

Charles finally acceded to the Petition in June 1628. His agreement was secured for two reasons. First, he needed the subsidies which the Commons were holding up because of the Petition. Second, he managed to secure agreement from his hand-picked judges that the Petition would not be interpreted in a sense contrary to his desire. But the tide really had turned now against Charles. His seemingly bold actions early in his reign, while he was still a man in his mid-20s, ended up recoiling upon his head. Trust had been irrevocably broken through the Five Knights Case and his attempt to limit the effect of the Petition of Right ultimately was of no avail.

Posted in Freedom/Liberty, Mental Fitness Challenge (MFC), The LIFE Business | 13 Comments »

Magna Carta: The Great Charter

Posted by Orrin Woodward on May 21, 2012

Here is an excellent short history of the Magna Carta, one of the first building blocks of English speaking freedoms, from the Constitutional Rights Foundation.  In fact, several of the points from the Magna Carta were carried forward into the United States Constitution, as well as each of the commonwealth nations of the former English Empire. The key to the document was the agreement for the nobles to check the king’s actions, ensuring the protection of the subjects against tyranny. Although the original Magan Carta agreement didn’t last long, many of the principles themselves have withstood the test of time.

The goal of the LIFE community and the Mental Fitness Challenge is to reteach the principles of freedom and following, along with the other six F’s into communities of learners. The only way to ensure freedom is to ensure knowledge, since a person is only as free as what he or she knows. Enjoy the article.

Sincerely,

Orrin Woodward

Meeting at Runnymede

The Story of King John and Magna Carta

Myth and history are intertwined in the England of 800 years ago. We all remember the outlaw, Robin Hood. From his hideout in Sherwood Forest, he and his band of Merry Men preyed on the rich and gave to the poor. Their archenemy was the Sheriff of Nottingham, who took his orders from the sinister Prince John. While Robin Hood never existed, John certainly did. He was the central character in a real life drama that led to a milestone in human liberty: Magna Carta. Prince John’s older brother, Richard, became king of England when their father, Henry II, died in 1189. King Richard I (also called Richard the Lionhearted) spent almost the entire 10 years of his reign away from England. He fought in tournaments, led crusades and waged several wars on the continent of Europe.

Since Richard needed revenue to pay for his adventures, he taxed his subjects heavily. At one point Richard was captured by his enemies and held for ransom (a common practice in feudal Europe). Richard’s tax collectors in England had to raise an enormous sum of money to free him. Despite Richard’s demands, the people back home in England loved him as a conquering hero.

When Richard died in 1199, John became King. Unlike his brother, John tended to stay at home and run his kingdom on a day to day basis. John, however, continued his brother’s harsh tax policy. Because John lacked Richard’s heroic image and charisma, his subjects began to hate him for his constant demands for more tax money.

King John vs. the Church

King John made more enemies when he refused to accept the appointment of Stephen Langton as Archbishop of Canterbury, the most important position in the English Catholic Church. By so doing, John challenged the authority of Pope Innocent III in Rome, who punished John by excommunication. John retaliated by taxing the Church in England, confiscating its lands and forcing many priests to leave their parishes.

While King John carried on his dispute with the Pope, powerful English landowners called barons conspired against him. Fuming over John’s heavy taxes and other abuses of power, the barons plotted rebellion. To head them off, King John made an unexpected move.

In 1212, King John agreed to have Stephen Langton become Archbishop of Canterbury. John also promised to compensate the Church for its money and lands. John even went so far as to make England a fief of the Pope. King John still ruled England, but, as John’s liege lord, the Pope gained tremendous prestige throughout Europe. Pope Innocent was delighted and in 1213 ended John’s excommunication. With John now under the protection of the Church, the resentful barons retreated—at least for a while.

King John vs. the Barons

Convinced that his throne was again safe, King John returned to one of his favorite projects. For years he had dreamed to retake possession of lands in France that had once belonged to his ancestors. Once before, John had led a military expedition to France. Although he won a number of battles, John failed to decisively defeat the French king. Now, in 1213, John planned another campaign.

An invasion of France required many soldiers and more money. Under feudal law, a liege lord had the right to call upon his vassals to provide knights or money during times of war. From the English barons, all vassals of King John, he demanded men-at-arms or gold to support his new French war. Many of the barons refused, having little interest in John’s quarrel with the French king. Enraged, King John set out to punish them by attacking their castles.

Early in 1214, he abandoned his domestic quarrels and left with a force of loyal barons and mercenaries (paid soldiers) for France. History repeated itself. John succeeded in winning some battles, but failed to gain control of the disputed lands.

The Road to Runnymede

Soon after returning to English soil in October 1214, King John resumed his demand for money from the rebellious barons. His demands fell on deaf ears. Sensing John’s weakness after his failure in France, the barons began to make their own demands. In January 1215, a group of them appeared before King John asking for a written charter from him confirming ancient liberties granted by earlier kings of England. Evidence suggests that the newly appointed Archbishop Stephen Langton may have encouraged these demands.

John decided to stall for time; he would give the barons an answer later in the spring. In the meantime, John sent letters to enlist the support of Pope Innocent III, and also began to assemble a mercenary army.

In April, the barons presented John with more specific demands. John flatly rejected them. He remarked: “Why do not the barons, with these unjust exactions, ask my kingdom?”

In response, the barons withdrew their allegiance to King John, and started to form their own rebel army. At the head of the rebel forces was Robert FitzWalter, who called himself “Marshal of the army of God and Holy Church.” In an effort to cool things off, John proposed that the Pope settle their differences. With the Pope openly siding with King John, the barons refused. John ordered his sheriffs to crush the rebel barons and they retaliated by occupying London.

A stalemate ensued. The 40 or so rebel barons and their forces held London as well as their own fortified castles throughout England. King John commanded a slightly smaller force of loyalist barons and mercenaries. Unaligned were about 100 barons plus a group of church leaders headed by the ever-present Archbishop Stephen Langton. Langton (who was sympathetic to the rebels if not one himself) began to work for a negotiated settlement to prevent all-out civil war and arranged a meeting to be held at Runnymede, a meadow on the Thames west of London.

Meeting at Runnymede

King John and his supporters, the rebel barons, the neutrals, church leaders and Archbishop Langton all met at Runnymede on June 15, 1215. Significantly, while most of King John’s fighting men were scattered throughout his kingdom, the rebels appeared at full military strength.

Little is known about the details of this historic meeting. We do know that King John placed his seal of approval on a document called the “Articles of the Barons.” Over the next few days these articles were rewritten, expanded, and put into the legal language of a royal charter.

At some point, probably on June 19, King John put his seal on the final draft of what we call today “Magna Carta” or “The Great Charter.” In exchange, the rebellious barons renewed their oath of allegiance to King John, thus ending the immediate threat of civil war.

In its original form Magna Carta consisted of 63 articles or chapters. Many concerned matters of feudal law that were important to the rebel barons, but are of little relevance to us today. Other parts of Magna Carta corrected King John’s abuses of power against the barons, Church officials, merchants and other “free men” who together made up about 25% of England’s population. Magna Carta virtually ignored the remaining 75% of the population.

For people today the most significant part of Magna Carta is Chapter 39:
No free man shall be arrested or imprisoned or disseised [property taken] or outlawed or exiled or in any way victimized, neither will we attack him or send anyone to attack him, except by the lawful judgment of his peers or by the law of the land.
Some have interpreted this provision to mean that Magna Carta guaranteed to free men the right to a trial by jury. However, the idea of a jury trial as we would recognize it today had not yet developed by 1215.

The purpose of this chapter was to prevent King John from personally ordering the arrest and punishment of a free man without lawful judgment. According to Magna Carta, “lawful judgment” could only be made by judges ruled by “the law of the land,” or by one’s peers in a trial by combat.

Magna Carta of 1215 was not really intended to be a list of rights for Englishmen or even the barons themselves. It was more like a contract in which John bound himself to abide by its provisions. The barons only wanted King John to satisfy their complaints against his abusive rule, not overthrow the monarchy. The real significance of this document lies in the basic idea that a ruler, just like everyone else, is subject to the rule of law. When King John agreed to Magna Carta, he admitted that the law was above the king’s will, a revolutionary idea in 1215.

Aftermath

King John surrendered significant power when he agreed to Magna Carta. It is doubtful that he really ever intended to live up to all his promises. While John did satisfy some of the barons’ personal grievances, he secretly wrote the Pope asking him to cancel Magna Carta on the grounds that he signed it against his will. At the same time he continued to build up his mercenary army. Not trusting John’s intentions, the rebel barons held on to London and maintained their own army.

Pope Innocent III replied favorably to King John’s appeal. He condemned Magna Carta and declared it null and void. By September 1215, King John and his army were roving the countryside attacking the castles of individual barons, but he avoided the rebel stronghold of London. The barons charged that King John had defaulted on his agreement with them and they were justified in removing him from the throne. They offered the throne to the son of the French king, if he would aid their rebellion.
A long and bloody civil war loomed across England, when suddenly, King John died. A round of heavy eating and drinking apparently led to a case of dysentery causing his death on October 18, 1216. Ten days later John’s nine-year-old son, Henry, was crowned as the new king of England. With John out of the way, the conflict gradually ceased. Less than a month after Henry was crowned, his supporters confirmed Magna Carta in his name. This time it received the approval of the Pope.

Magna Carta, carrying with it the idea of “the rule of law,” was reconfirmed a number of times over the next 80 years, becoming a foundation of English law. Eventually, Magna Carta would become the source of important legal concepts found in our American Constitution and Bill of Rights. Among these are the principle of no taxation without representation and the right to a fair trial under law. These foundations of our own constitutional system had their beginnings in a meadow beside a river almost 800 years ago.

Posted in Freedom/Liberty, Leadership/Personal Development, The LIFE Business | 20 Comments »

LIFE TEAM Customers

Posted by Orrin Woodward on November 10, 2011

Wow! What a week! I knew the LIFE TEAM launch was going to be explosive, but I had no idea the level of demand for our leadership materials in the marketplace. I have received numerous reports of car dealerships, school districts, colleges, etc, who are purchasing the LIFE materials. The consistent refrain from LIFE customers revolves around, “Finally someone has a turnkey method for teaching leadership skills into our organization at an affordable price.”  Only one company in the world has two of the Top 30 Leadership Gurus and that company (LIFE) provides it’s information at a price affordable to everyone.

Leadership is the key difference between floundering organizations and thriving ones. If you run a business, what plan do you have in place to build the leadership capabilities of your community? The LIFE TEAM, through providing 4 CDs and a book for the ridiculously low price of 50 dollars, can help. Moreover, when a business has more than three customers, volume discounts kick in with LIFE’s buy three get one free program. LIFE is taking leadership to the people, focusing on improving lives, not just of the leadership elite, but everyone’s leadership!

By providing leadership training on a monthly basis, the principles sink in much better than a one time class. In fact, in my new book RESOLVED: 13 Resolutions for LIFE, I teach how to build and grow a leadership culture. Consistent messaging of the proper principles is one of the keys to building a leadership culture. LIFE provides the consistent messaging to help in creating the culture necessary to win in today’s ultra-competitive marketplace. Like Chris Brady and I said in our NY Times and Wall Street Journal best-seller, Launching a Leadership Revolution: Everyone is a leader in some capacity.

LIFE members do not miss this important part (and profitable part) of building your community. It’s time to reach 1 million people through the power of networking, leadership, community, and mentoring. Sincerely, Orrin Woodward

Posted in The LIFE Business | 4 Comments »

LIFE Compensation Plan

Posted by Orrin Woodward on November 4, 2011

The LIFE Business Compensation Plan is here. The launch of LIFE has expanded the opportunity for community builders to have fun, make money, and make a difference.

Imagine a compensation plan that doesn’t top out at 25%, 35% or even 45%, but rewards through volume discounts up to 50%. This isn’t even touching upon the seven depth bonuses paid out for building secure long-term businesses.

LIFE isn’t a plan to get a couple of people wealthy with everyone else trying really hard. Instead, it’s a plan where 70% of the total revenue is paid out to 95% of the people, meaning everyone who is moving LIFE Leadership materials will receive a bonus if they have at least 150 points worth of total business and have personal volume/customers. Never before has a plan shared so much with so many.

LIFE TEAM is going to reach 1 million people by rewarding everyone who does the work based upon performance. The LIFE compensation plan is a game changer and one of the key planks in helping the TEAM reach 1 million people. The rewards for building communities and hitting new brackets is second to none with all subscription dollars to points being 1:1. In other words, 100 dollars of subscription volume equals 100 points.

The LIFE business is designed to help people make money through customers, volume discounts, and depth bonuses. LIFE is happening; is yours? Sincerely, Orrin Woodward

Posted in The LIFE Business | 13 Comments »

Business Entrepreneurs Choose LIFE

Posted by Orrin Woodward on November 3, 2011

Here is another fantastic testimonial from Bob Quillen, owner of Quillen Brothers, a three-time National Award winning home improvement business. Bob changed his business by changing his culture through the Leadership and Life materials. How many other businesses would benefit from the LIFE Business Team materials? Congratulation to the Quillen Bros for all of their success! Sincerely, Orrin Woodward

Posted in The LIFE Business | 7 Comments »

LIFE Leadership Testimonial – Lisa Mangold

Posted by Orrin Woodward on November 2, 2011

Here is a superb LIFE testimony on how the leadership materials offered through the LIFE Business made a difference in Lisa and her families lives. This is the first of many that I will post as they come available. LIFE has a goal to reach millions of people with leadership products, training, and mentoring to make a difference. We do this by producing the highest quality leadership materials at a price affordable to everyone in the marketplace. Why should on the top CEO’s and managers get the best in leadership? LIFE is going to make a difference and like I have said many times, if you want to make a difference, then you must be willing to be different.

Lisa Mangold is different. She is a woman on a mission to make a difference, not only in her own life, but in the lives of others. Are you making a difference in other people’s lives? You can by helping them become customers or members of the LIFE Leadership community. Enjoy the video and if LIFE has made a difference in your life, be sure to send in your testimonial. Sincerely, Orrin Woodward

Posted in Mental Fitness Challenge (MFC), The LIFE Business | 5 Comments »

LIFE TEAM Leadership Major

Posted by Orrin Woodward on October 24, 2011

The LIFE TEAM Leadership Conference wrapped up on Sunday. With over 18 new RT’s, Triples, and Quads, along with a new PC – Chris and Danae Mattis, the TEAM has experienced its best three months in its history.

Not too mention Tim and Amy Marks and Chris and Terri Brady going Quad PC. Wow! Our special guest – Dallin Larsen, Oliver DeMille, and Pastor Stephen Davy knocked it out of the park as well. Has the TEAM ever had a better major? DeMille’s talk on freedom received numerous standing ovations and Davy’s gospel message should be spread to the entire world. I never knew fleas could have such relevance to the gospel before.

People are ready for change and LIFE TEAM is leading with life changing information in the 8F’s.  Stay tuned for thousand of LIFE testimonials on how the LIFE products have made a difference in their lives. Anyone can have an opinion, but those who have learned, applied, and grew from the LIFE materials have facts. The LIFE TEAM is going to change the world one person at a time.

Are you ready to make some changes in your life? Which of the 8F’s would you like to improve? See for yourself the LIFE TEAM difference! Sincerely, Orrin Woodward

Posted in Leadership/Personal Development, The LIFE Business | 8 Comments »

LIFE Products – Making a Difference

Posted by Orrin Woodward on October 18, 2011

Here is a wonderful article from Remodeling magazine on one of the top growing companies in the home improvement business. Quillen Bros Windows has improved sales 16% annually for the last two years. What do they credit for their amazing success is this down economy? Personal improvement CD’s and Books. Specifically, Launching a Leadership Revolution and LIFE products. The LIFE business is going to change peoples and companies lives! Congratulation to the Quillen family for their impressive results. Sincerely, Orrin Woodward

Posted in The LIFE Business | Leave a Comment »

The Fox & Sour Grapes

Posted by Orrin Woodward on October 10, 2011

Many years ago Solomon stated in Ecclesiastes, “There is nothing new under the sun.” This statement is as true today as the day he wrote it. Yes, we have new technological inventions, but human nature hasn’t changed in the least; therefore, the underlying principles haven’t changed either. Aesop Fables is a collection of short animal stories that teach these timeless truths about people. Here is one of my favorites:

ONE hot summer’s day a Fox was strolling through an orchard till he came to a bunch of Grapes just ripening on a vine which had been trained over a lofty branch. “Just the things to quench my thirst,” quoth he. Drawing back a few paces, he took a run and a jump, and just missed the bunch. Turning round again with a One, Two, Three, he jumped up, but with no greater success. Again and again he tried after the tempting morsel, but at last had to give it up, and walked away with his nose in the air, saying: “I am sure they are sour.”

MORAL: “IT IS EASY TO DESPISE WHAT YOU CANNOT GET”

In the business building arena, the moral is changed slightly to read:

“It’s easy to despise the business that you cannot build.”

When leaders are exposed to their own weaknesses, shortcomings, and incompetencies, they will quickly confront reality and change. However, when non-leaders are exposed to the similar circumstances, they will run to rationalizations, suffering from “sour grapes” syndrome. Since Sturgeon’s Law applies to business, sports, and the arts, why should anyone be shocked the 90% of the people in business are in need of further change in order to produce results? They can achieve victory, but only if they are willing to grow personally. This revelation leaves people with only two choices: change or blame. It’s a sad indictment on our culture today that so many choose to blame rather than to change.

YOU make your own bed in life, but you must also sleep in it. I am proud of the ten-plus new RT’s that we will be recognized in Columbus; they have chosen the leadership path of changing and growing. I love free enterprise because if a person has a better plan and executes it properly then his results cannot be hidden for long. On the other hand, if he is just talking “sour grapes,” his poison ultimately boomerangs upon himself, destroying the love, grace, and thankfulness needed to bounce back. So no matter what else you do, be careful of your thoughts. For your thoughts today eventually become your life tomorrow. Forgive others quickly and sincerely and move on for everyone’s sake. This is the only way to overcome bitterness and resentment – drinking poison so that others may die.

I have failed at many things, but I refuse to blame others for them. In fact, in my opinion, it’s only when you blame others for your life’s defeats that you descend from suffering a loss into becoming a loser. Regardless of what must be confronted, no short-term pain-avoiding blame-game maneuvering is worth that price. YOU deserve to win and the price for victory is accepting responsibility. Sincerely, Orrin Woodward

Posted in The LIFE Business | 5 Comments »

TEAM History & LIFE Future

Posted by Orrin Woodward on October 8, 2011

Today, I would like to share a little of the TEAM’s history as background for our future in LIFE. The TEAM, a leadership community, formed in early 1999 as a group committed to building teams offline and driving traffic online for volume discounts. At a time when the rest of our partnered company’s North American English speaking businesses was dropping backwards at close to 50%, the TEAM grew from 200 people attending events to over 10,000 in just over five years. How did this happen? Through leadership development, systematic thinking, and plenty of hard work of the TEAM leaders.

However, all was not well within the business partnership. By 2004, it became clear that the business model was (in my opinion) destined to mediocrity thanks to the higher priced products and low compensation rewards for the effort extended. Even so, being a leader and not a habitual quitter, I joined the distributor board hoping to drive change from within the company through sharing my ideas to improve. With a three year term on the board, I felt confident that this would be accomplished for the benefit of all parties. I believe in win-win and know that when distributors win, the company will win.

In the fall of 2007, after numerous attempts at change with little to no results, the TEAM associated board leaders felt it fruitless to continue in what they perceived was a broken business model. Sadly, the company had written new rules into their contract that forbid people the right to freely leave the company if not satisfied. In other words, you were free to build a business, but not free to leave it with your personal friends for two years! Regretfully for all parties, the final meeting did not resolve the issues, resulting in multiple legal disputes in an effort to prove their respective positions.

Even after several years of legal harangues, both sides remained immovable on their principles and positions. The TEAM refusing to believe people could be called business owners without the freedom to choose what company to work with and the company refusing to surrender their contractual concerns even after the TEAM leaders fulfilled their six months of inactivity. With tens of millions of dollars and nearly three years wastefully spent on both sides, ultimately a confidential settlement was reached ending the madness for all involved. The financial pain hurt everyone, but especially the TEAM leaders who had just reached financial independence. Their sacrifice was above and beyond the normal call of duty, with many leaders losing 2/3 of their monthly incomes, some even more.  Only people who truly believed in the mission of TEAM would subject themselves to this level of stress and sacrifice.

In the meantime, after sitting out the required (and disputed) non-compete period, the leaders of TEAM joined MonaVie. Thanks to the encouragement and support of Dallin Larsen, we had found a home to restore our communities. The PC leaders never gave up the dream to build our own business, but were thankful and grateful beyond words for the help and business acumen offered by the 2010 Ernst & Young entrepreneur of the year – Dallin Larsen. The TEAM quickly became one of the top organizations within MonaVie breaking multiple Black Diamonds and above within the first year. I personally reached Presidential Black Diamond and have re-qualified at that level every year since.  In fact, today, the TEAM leaders, those who stayed the course, are making more money and reaching more people than at anytime previous time in our decade plus history. Like I have said repeatedly, those who stay will be champions.

Through brainstorming with Dallin Larsen and Henry Marsh, wanting to find a way to build our destined business and still have a win-win business relationship, LIFE was conceptualized and founded. This allows TEAM to reach its million people while still rewarding MonaVie for their support during the trying times. The  8F’s – Faith, Family, Fitness, Finances, Friends, Freedom, Fun, and Following allow the TEAM community to reach people with truth in the eight areas and provide exclusive world-class MonaVie products when truth is needed in the Fitness category.  Like I have said many times: I love win-win.

The launch of life on November 1st, 2011 is fast approaching. I have no bitterness or resentment towards the people or events in the past. I wish everyone well regardless of whether they stayed with TEAM or not. I don’t claim to understand God’s plans for others’ lives, but I am responsible for my choices and actions before God.  I personally am thankful for the invaluable lessons I was taught about missionaries (purpose-driven living) and mercenaries (profit-driven living). I believe that without this insight, the TEAM would not be in a position to reach 1 million people. Following the principles of servant-based leadership, Chris Brady, Tim Marks, and myself (along with many other TEAM leaders) do not regret the tens of millions of dollars personally spent to keep the vision of TEAM alive. Rather, we look at it as an investment in the future that we resolved to build together, dedicating our futures, finances, and sacred honor in order to fulfill the vision.

To use an analogy, the TEAM has ran a marathon since 2007, toiling in the dark with little to encourage us to finish the race. However, against all odds and expectations, the TEAM leaders continued to place one foot in front of the other. It wasn’t even the dream that kept us going in the darkest of nights as much as the un-communicated belief that this was our destiny. Focusing on that still small voice inside of us, and thanks to God’s grace, we somehow eventually saw light at the end of the long dark tunnel.

Just as in the modern day Olympics, where marathoners run 25 plus miles outside of the stadium, but finish the last mile within it; the team ran its 25 miles in darkness to reach the stadium. No matter how thankless the first 25 miles were, running without much fan support or any financial reward, we reached the stadium and are beginning the four laps under the big lights and the crowd’s applause.

The TEAM, in other words, endured its 25 miles of pain for the opportunity to run its four victory laps inside the stadium. For those who suffered the pain over the last several years, I salute you. For those joining LIFE for its four victory laps, I welcome you.  All that I humbly ask of the new members is for you to thank the leaders who persistently put one foot in front of the other on the faith in things unseen. For without them, the TEAM would not have reached our date with destiny. LIFE TEAM launches on November 1, 2011, what part did you play in the TEAM’s history? Better yet, what part will you plan in LIFE’s future? Sincerely, Orrin Woodward

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