Supervise your team
Span of Control = number of people a manager is responsible for.
Narrow Span of Control = managing a small number of people who in turn are managing their teams. An example of this is ‘going deep’ – working with a limited number of people, but recruiting and working in their downline.
Wide Span of Control = managing a large number of people directly to you. This is an example of ‘going wide’ – continuously recruiting new directs.
Both have advantages and disadvantages, and both require supervision.
Factors that affect which model is best for you and your team:
- Ability and competency of your reps and leaders
- Your ability to supervise
- The degree of delegation you are comfortable with
- Communication within the team
You should review your span of control regularly to ensure that it is suitable to ensure good client outcomes and fits your management style.
MONITORING TEAM PERSISTENCY
You must monitor both your personal and team persistency. The Compliance Department will send a monthly report to each EVP, listing anyone on their team with a persistency rate below 90%.
What if persistency falls below 90%?
If someone on your team has persistency below 90%:
- 90% – 85% – They will receive a warning letter from the Field Support Centre and you will need to work with them to raise their percentage.
- 85% – 75% – You must place them on heightened supervision, which means that they need travel double with a qualified Field Trainer.
- Below 75% – They could be suspended or have to be re-trained.
Ways to keep your team persistency rate high WITH YOUR TEAM:
- Monitor your business logs – identify and respond to potential problems in a timely manner.
- Coach your team on how to manage their persistency.
- Make sure your team has access to their reports and are aware of ways to keep their persistency at a good level.
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Action Steps For
SUCCESS
As an Executive Vice President (EVP) at Genistar, your journey involves leading a substantial 10×10 base shop with multiple Group Leaders, Senior Team Leaders and Team Leaders.
Your primary focus is on acting as a business owner and Genistar ambassador while managing and developing your base shop. This role requires working full-time with an assistant in your own office, mastering management exchange, and effectively hosting Business Overview Meetings.
You should conduct team meetings and individual training sessions as well as managing regular recognition sessions. Set long-term goals for your team, mentor leaders, and do your part to contribute to company objectives.
To transition to Senior Vice President (SVP), you must develop at least three new EVPs, consistently recruit 17 people monthly, inspire and motivate others, deliver training confidently at any event, and maintain strong relationships with your upline and colleagues.
By excelling in these areas, you’ll not only grow your own business but also contribute significantly to Genistar’s expansion, positioning yourself for advancement to the SVP level.
Soft Skills for Transitioning to
Executive vice president
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