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Leader

How to Onboard a New Person into the Team? 10 Rules of Cooperation

Emin Akdogan2025-11-25October 28th, 20265 min read

Previously, we talked about who a true leader is and what their philosophy entails. Today, we move into pure practice. Specifically, how do you handle a new person? What rules should you establish? And what can you do to ensure their initial enthusiasm doesn’t burn out after two weeks?

I will show you my proven system that builds engagement and independence from day one.

Key Lesson: Never Measure Others by Your Own Yardstick

This is one of the most important things I have learned in this industry. What was easy for you might be an insurmountable barrier for someone else.

Every person is at a different stage of life, with different fears, motivations, and needs. Therefore, onboarding a new person requires immense mindfulness and empathy. Your task is to give them exactly what they need at a given stage—no more, no less. The goal is to sustain their initial enthusiasm and equip them with the necessary tools.

Emotions with a Short Expiration Date

When we start working in network marketing, we do so under the influence of emotions. We are inspired, carried away by a vision. Emotions are our fuel at the start. But you must know that they burn out quickly.

Remember: a new person’s initial emotions have an expiration date of at most a week or two. If you don’t help them achieve their first small successes during this time, their zeal will fade.

Only small successes produce the next dose of energy for further action. Therefore, time is key—you must translate that initial enthusiasm into concrete, tangible results as quickly as possible.

10 Rules of the Game: Establishing the Foundation of Cooperation

Before you start working, sit down and establish clear rules of the game. This builds mutual respect and ensures both parties know what to expect from each other.

Here are the rules I always establish:

  1. The Rule of Time — I give you my greatest value—my time. I expect the same from you. If I am available, I want you to be available for us as well.
  2. The Rule of Commitment — I give you my full support, regardless of my rank. First I give—then I demand. Never the other way around.
  3. The Rule of Respect — Respect for each other. For each other’s time and for each other’s better and worse moments.
  4. The Rule of Truth — There is no room for half-truths in our cooperation. If you didn’t do something, say it straight: “I didn’t feel like it, I let it go.” This is much better than excuses.
  5. The Rule of 100% Action — We do everything we can. Not half-heartedly, not sloppily. Delivering results is our shared responsibility.
  6. The Rule of Responsibility — If you declare something, you deliver it to the end. Your word has value. This is what trust in business is all about.
  7. The Rule of “Business Starts from You Down” — This is your business and your responsibility. I help you, but you build your own results.
  8. The Rule of “Don’t Measure Others by Your Own Yardstick” — Your task is not to create a copy of yourself, but to help the other person build their own unique path.
  9. The Rule of Three Chances — I always give and demand. If you let me down three times, there is no fourth chance. I take the next person for cooperation.
  10. The Rule of Joint Fieldwork — From the beginning, we set a short-term and long-term goal. We choose specific days for action. The leader goes into the field with the new person—but not to do things for them. The leader supports, allows them to make mistakes, and explains the context of the situation in real-time.

Learn More

In the full video material, I share:

  • My proven system on how to leverage a new person’s energy so it doesn’t burn out after two weeks.
  • All 10 rules of the game—a precise code of cooperation that builds professionalism and mutual respect.
  • The strategy for neutralizing the traps of the “Good Aunt Syndrome” (doing things for others) and the “Volunteer Syndrome” (over-protectiveness).
  • A full lesson on the “expiration date” of commitment.
  • A reflection on why you cannot help everyone and must focus only on those who truly want it.

Remember that the further actions of your people depend on your business attitude. Your team duplicates everything—both your good habits and your bad ones. Although its members technically register with the company, the truth is they sign up with you. They buy you—your vision and who you are. If they buy you, they will buy everything.