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Leadership

Professional Pathway – Pillar 6: Leadership & Team Impact

PROFESSIONAL PATHWAY – PILLAR 6: LEADERSHIP & TEAM IMPACT

AGENT CONSULT SCRIPT

“If Your Presence Doesn’t Raise the Standard, You’re Not Leading”

INTRO

Leadership isn’t a title—it’s what happens to the energy, standards, and direction of the room when you show up.

If people don’t move faster, think clearer, or rise higher around you, then your presence isn’t producing impact—it’s blending in.

This pillar is about building a leadership presence that commands trust, raises the bar, and gets people to follow you without having to push.

Let me show you 3 critical shifts that turn leadership from management into movement.

LISTEN FOR:

  • “I’m not sure if I’m being respected—or just tolerated.”
  • “I’m exhausted from pushing the team forward every day.”
  • “They listen, but don’t really change.”

ASK:

  • Who’s modeling your leadership right now?
  • When you’re not in the room—do things stay at your standard?
  • What kind of culture are you shaping with your energy?

VALUE POINT 1: “If You Don’t Set the Standard—Low Energy Will”

Stat:

75% of employees say their leader’s behavior sets the tone for their own performance. (Gallup)

How to explain it:

“People don’t follow instructions. They follow patterns. If your pace, passion, and follow-through are average—don’t expect your team to be elite. Leadership means raising the temperature the second you walk in.”

Example:

A manager said, “My team feels flat.” We asked, “What tone are you setting daily?”

He had none. No rhythm, no scoreboard, no expectation resets.

We built a daily huddle script with clear standards, public tracking, and performance energy. The team shifted in one week—because the leader finally took the wheel.

What the client can do right now:

  • Audit your current tone: Are you setting urgency, focus, and ownership every day?
  • Create one daily reset moment—morning huddle, end-of-day review, or KPI board.
  • Reinforce the standard publicly—don’t assume they got it.

Agent asks: “If someone shadowed your leadership for 3 days—what standard would they think is normal?”

VALUE POINT 2: “You Don’t Inspire Ownership by Giving Orders—You Do It by Modeling It”

Stat:

Teams with high-leadership modeling (leaders doing what they expect from others) show 53% higher engagement and initiative. (Harvard Business Review)

How to explain it:

“Telling people what to do doesn’t build leaders. Showing them how you operate with discipline, urgency, and clarity—that’s what inspires them to raise their own game.”

Example:

A sales leader complained, “They keep missing goals.” But he wasn’t hitting his own metrics. He showed up late, skipped the CRM, and dodged feedback.

We flipped the mirror: he tracked his numbers, gave self-reporting updates, and shared how he reset after mistakes. The team started copying him—in the right direction.

What the client can do right now:

  • Pick one area where you’re asking for more than you’re modeling.
  • Track and share your example publicly for 7 days.
  • Invite your team to match the move—not the message.

Agent asks: “Where are you expecting ownership—but not actively demonstrating it yourself?”

VALUE POINT 3: “When You Leave the Room—Your Leadership Leaves With You”

Stat:

In strong leadership cultures, team performance drops less than 10% when the leader is absent. In weak ones, it drops over 40%. (CCL Research)

How to explain it:

“If everything slows down when you’re not watching—it means you’re managing, not multiplying. Real leaders build structure, mindset, and accountability that holds—even when they’re gone.”

Example:

A team leader was exhausted. Everything ran through him.

We built three tools:

  • A weekly cadence schedule
  • Department-level KPIs with ownership
  • Peer-to-peer recognition system

Within 30 days, people started owning their roles—and the leader got his bandwidth back.

What the client can do right now:

  • Identify one thing that depends too much on you.
  • Create a process and assign it with clear expectations and reporting.
  • Step back for one week—track the outcome without interference.

Agent asks: “If you disappeared for a week—would things run better, worse, or the same?”

LOCK-IN QUESTION

What’s one leadership shift you know would instantly change how your team responds to you?

That’s the place we start building power inside CP4.

CP4 TRANSITION

You don’t need more pressure—you need more presence.

CP4 helps you:

  • Build a leadership identity people respect and follow
  • Create standards that don’t drop when you’re not around
  • Multiply your impact through rhythm, systems, and real modeling

Let me show you how we’d build your CP4 path—and help you become the type of leader people perform for without needing to be pushed.

OBJECTION HANDLING

  • “I’m not trying to be a boss—I just want the team to do their job.”
    That’s the issue. Leaders don’t “try to be bosses”—they own the standard and the energy. If your presence doesn’t shift behavior, you’re managing, not leading.
  • “They should already know what to do.”
    And they will—once you clarify, track, and reinforce it. Ambiguity is the enemy of leadership. If they’re confused, that’s on you.
  • “I’m not the motivational type.”
    You don’t have to give speeches. You just have to show up consistently, speak with clarity, and model the mindset you want multiplied.