Regardless of your particular company’s compensation plan, building an RRI can be converted to a quantity of leaders in your organization. Instead of focusing on how much money you will earn, convert that income to how many leaders you need to achieve it. Creating and managing a plan to develop leaders is much easier than a plan to generate volume and/or income.
Let’s say your goal is to earn $3,000 per month. Based on your comp plan, you know that can be achieved by developing three separate established legs with $20,000 total monthly volume. Your plan is to create three leaders, one in each leg.
- They have a clear vision of what they intend to accomplish.
- They have created a project and a specific plan for its attainment.
- They are self-motivated by their vision and maintain their own enthusiasm, persistence, attitude, and most importantly, their actions.
- They produce their intended results.
In building my own network of over 30,000 distributors, I found it important to always express the goal in terms of leaders. Focusing on comp plan titles or an income level creates a shallow and often misguided approach to achieving the goal. It is possible in most companies to achieve a title, even without the leaders to sustain it. All it typically requires is a temporary stretch to get there. But often what is left is an empty shell of an organization and a monthly check that is unpredictable and unreliable.
To build true Residual Royalty Income, your network must “take the lickings and keep on ticking.” You need your troops to keep using, recommending and sponsoring every month—no matter what. The key to accomplishing this lies with your leaders.
Perhaps not everything, but share with them a little more than you are comfortable with; especially with regard to issues they feel a strong need to know.
Do more for your leaders than they expect you to do.
Don’t “spin.” They are your partners; lay it all out and ask for their partnership, leadership and loyalty.
Don’t speak one set of values and live another. Leaders see through this, and it erodes their confidence and loyalty.
Make sure they know they have a strong place in that vision. What’s in it for them, long term?
Weed out those who don’t meet the standards. Keep the bar high and in line with your spoken values; challenge your leaders to live up to it.
Give them opportunities to lead in areas you normally do. They will see challenges from a new perspective and respect you more in the process.
Honor their uniqueness and accept their imperfections. Like everyone, leaders are looking for a safe place to be themselves.
Playing together builds stronger bonds and breaks down barriers. It encourages authenticity and friendship. Play is powerful, especially when enjoyed more often than is usual.
Turn off your opinions and listen with your heart and mind. Let your leaders know they are heard—maybe not agreed with, but certainly heard.