An important feature of the ONE Group compensation plan is your ability to "place" the new reps that you sponsor in any available position in your retirement tree. This is a very significant ability, as it gives the sponsor more control over the structure and volume distribution of their organization, as they endeavour to build 3 strong teams.
The question often arises as to what criteria should determine where a new rep is to be placed. With that in mind, we offer the following thoughts:
First and foremost, it is critical that the placement should be approached from a Win/Win perspective. By that we mean that you should consider placing that person where it will benefit you the sponsor, the person being placed and the person under which they are being positioned. All concerned should be dealt with respectfully and in a businesslike manner. Please do not just "dump" a new rep under someone. They may not appreciate it! It is preferable, wherever possible, that all three parties should meet together in person and get to know each other. Let's face it - what we are looking at is a potentially long-term business relationship!
If it is impossible to have a face to face meeting, it would be advantageous for the sponsor to coordinate a 3 way phone call for the same purpose.
But what happens before the prospective partners are introduced? How do you make that decision? Here are some criteria to take into account:
Where You Need Them In order to maximize your income, you will always be striving to build your teams to the level that will see you promoted to the next rank. Oftentimes that will translate as building the team with the lowest volume. This is referred to in the vernacular as "weakest" leg and is the most obvious reason why you would place your newest sponsored rep in a certain position. It is in your financial interest to build your teams as evenly as possible. (For a deeper exploration of volume maximization, we will have a link to a further article here in the near future).
Physical Proximity If you are sponsoring someone several hundred (or thousand) miles from you, and there is an existing downline rep in the same town or nearby, then it may work for them to work together. Similar environment may engender rapport.
Similar Interests Are they both interested in sports? In the environment? Do they both have a passion for home parties or for markets?
Complementary Skills This is almost the opposite of the previous point. If they both have definite but different skills (let's say one of them has years of experience with party plans, and the other is a died-in-the-wool network marketer), they may be able to assist each other immensely to grow in the business.....if there is good rapport between them.
Similar temperament This is an interesting but often overlooked factor. Let's say, for example that you have just sponsored a twenty five year old, absolute tear 'em up go getter. They have very big goals and they inform you, with confidence that they want to build their business to Senior Executive in 15 months....and you believe them! Can you see that it may be a mistake to place them directly under a person whose interest in the business is very "part time" and their biggest goal is to pay off their washing machine? At best you will end up dealing with the new person exclusively. At worst there may be real irritation. Either way, it may be difficult for the new person to respect (and more importantly, follow) their new immediate upline.
The Mentorship Principle Keep in mind that apart from yourself as the sponsor, the person directly above your new person would ideally have the most interaction (and the most influence) over them. With that in mind, consider how well they are going to be able to work together. The bottom line is, the better the relationship between the placee and their new upline, the less likely they are to come back to you whenever they have a question or a problem.
Your ongoing Role No matter where you place someone, you are, and will remain their sponsor. This brings with it certain responsibilities that cannot be abandoned. Wherever they are placed, it is up to you to "keep an eye" on them; checking in from time to time to see how they are going, and generally being like a grandparent. You’re the one that has brought them into the business, and you always will be.
Conclusion All of these factors are like ingredients in a recipe. Don't get hung up on them - instead consider the "mix" and make your decision. Your intution will also play an important role. Don't just rely on logic in this matter. There are just too many variables to just "work it out". Often times going with your "gut" feeling will be the most efficacious strategy of all (even though it might go against several of the above factors). Trust yourself, knowing that your priority is for them to succeed.....wildly!
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