One of the worst mistakes you can make is believing the title that your comp plan gives you. Because companies like to create titles that sound important, sometimes even accomplishing some of the most basic actions will give you a grandiose title. But don’t take them so literally.
You enroll two people, and they call you a Supervisor, so you think you’re supposed to stop sponsoring people and supervise the two you have. If you enroll four, they call you something like Manager or Director, so you stop recruiting to manage or direct the team.
Let’s get something clear…
When you have a team of at least 10,000 members, then you can start to think about supervising, managing, or directing it. Until then, keep enrolling!
We can also make the argument that you shouldn’t ever stop enrolling; just reduce it proportionately. I lead a large team that requires a great deal of management time, but I’m still actively enrolling and always will be.
The opportunities available for your prospects aren’t any less desirable simply because you have a large team. In fact, they’re probably better then. And you will always be encountering new people who could use what you have to offer. So please don’t freeze anyone out.
The other consideration is the surprising reality that it is easier to grow the business fast, than it is to grow it slow. Seriously.
There is a special excitement palpable in teams that are growing fast. People sense it, feel it, and are emboldened by it. When they see new team members under them in their back office it creates real excitement. Watching meetings, conference calls and webcasts grow creates the same kind of excitement. And there is also a healthy sibling rivalry type of enthusiasm created.
Another factor is the initial fervor, zeal, and passion that most people begin the venture with. For most, their excitement and enthusiasm will never be higher than this beginning stage. If you go all out, many of them will follow your lead, creating an even more powerful energy and momentum for the entire team.
That excitement and enthusiasm causes everyone to reach higher, try harder and stay more focused. Compare that with the alternate possibility…
How excited do you think someone gets from their organization growing from ten people in January to eleven in February? What happens to energy in meetings that have plateaued at the same attendance for the last year? How do your people respond when they hear about teams from other companies creating strong momentum while they are stuck in neutral?
If you are building your business slow and deliberate, you are doing the job the hardest way possible.
Give yourself a break. Keep sponsoring strong when you first begin the business. (Or dialup your enrollments now, if you started out slow and you’re just waking up now as you read this.)
By recruiting fast, you’re also doing one of the most important roles of a leader: modeling the correct behavior for your team to follow. And that more than any other thing helps facilitate rapid growth.
