I am fascinated by Bill's ability to handle these situations. I asked him to describe in detail how he was able to defuse these potential explosions before impact. This is what he told me:

1. At beginning of interaction, listen. Don't talk. Interrupting customer's monologue would be regarded as a lack of interest and respect.

2. Don't come to any quick conclusions. Wait until you have customer's entire story, so they feel you've heard them out in full.

3. To prove you were listening closely, paraphrase customer's statements.

4. If confrontation escalates and customer becomes angry, try to concentrate on customer's message instead of their anger. If you let customer drive you to angry statements and outbursts, you will create a downward spiral that will never end well.

5. Remember that your objective is to show customer you want to help. Becoming angry or argumentative would only prove that your sole concern is yourself and your interests.

6. If you come to an agreement indicating that customer is wrong, try to avoid making situation embarrassing for her.

7. Above all, always, always, always apologize, even if you know you did nothing wrong.

Always do your best to avoid turning a minor disagreement into a major argument. If customer comes in angry, do what you can to make sure he leaves placated.

Unfortunately, there are some customers who don't deserve to be dealt with in respectful manner described above:

1. Any customer who attempts to influence you toward some illegal or unethical action. For instance, if a customer wanted a receipt in excess of what was paid, that customer is not worth your patience.

2. Some customers are more trouble than they are worth. If you are forced to ignore a dozen customers because you are busy dealing with one difficult customer, you will have lost more than you gained.

3. The worst kind of customers are those who revel in being unpleasant and rude. Some take power of their position so far that verbal abuse seems perfectly acceptable to them. These customers should be asked never to return.

Ask them to write out their goals and send you a copy - where they want to be in 2 years, 1 year, 6 months, 3 months, 1 month. If they write out their goals, they're more likely to refer to them and to reach them. And, if they send them to you, you can encourage them and offer congratulations when each goal is reached.

They should also be asked to write out what actions they intend to take to reach these goals - how many people they will contact, ads they will place and amount they will spend on advertising each week. People who have written their own goals and action plans are more likely to work with you to carry them out.

And don't forget to check to make sure your recruits have familiarised themselves with products and company's training materials.

Keeping in regular touch with your recruits (even if it's only to say 'Hello, how are you today?') means that they know you're there if they have any questions, or need help. If your time zones allow, phone contact is best way to keep in touch but, if not, emails are OK.

There's a fine line between supporting and motivating your recruits and breathing down their necks. Some people need more support than others, who may resent a sponsor who appears to be harassing them. Regular contact will help you work out best way to let them know you're interested in them and keen to help them with problems.

And when your first recruits have confidence and experience to do without you, plan to send out a monthly newsletter to keep everyone informed of what's happening in group.

When anyone in your downline does something right, always congratulate them as soon as possible, pointing out what they did right. Nothing gives such a boost as knowing someone else has noticed your achievement, and commented on it.

Be sure you've taught your recruits to motivate and support their people because, if you don't you could find your entire downline look to you for support and you won't have time to deal with lots of people on a personal basis!

Don't forget, your success depends on your downlines' success, so train them well!