The Strategic Weekly Call

You cannot pour deeply into everyone at once, so start with a handful. There are two ways to find them.

• Look for the people already in constant contact with you, asking questions and showing up.
• Look at the numbers and what someone consistently does, not only what they say.

Plenty of people will tell you they want it. Their weekly activity tells you the truth. Part of leadership is lovingly saying what is not being said.

• Choose the same day and the same time every week.
• Many leaders hold these calls early in the week to launch the week rather than waiting until Friday.
• The first call runs about an hour. After that, approximately thirty minutes is usually enough, with more time reserved for larger organizations when needed.
• Both people should be in front of a computer and able to access the back office.
• Avoid conducting the call while driving, shopping, multitasking, or moving between activities.
• Treat the time as sacred and non-negotiable.

On the first call, go deeper into why they are here. Why do they want this? What are they building toward? What would reaching that goal change for them?

Then work backward from the goal. If they have an income goal, connect it to the appropriate rank goal and connect that to where they want to be by the next major event.

The point is simple honesty: the math and the plan must make sense together. When the goal and the plan do not match, a good leader gently raises the vision and helps the builder create a more realistic action plan.

Open each regular call the same way. Before bringing your own agenda, ask for theirs.

Write those items down. People need to be heard, and meeting them where they are builds trust. More often than not, the topics they raise will overlap with what you already planned to discuss.

One more question is worth asking every week:

Most people do not know what to look at or what they are working toward. Open the back office together and teach them how to read it.

One important lesson is understanding the binary structure. Help them understand how volume works, what their pay leg is, and why placement conversations should happen before they enroll their next people rather than after.

This is a relationship and a rhythm. You look at the information together, ask questions, explain what matters, and help them identify their next best step.

Close every call by formulating the plan going forward. What will they accomplish this week? What personal goals are they working toward? What specific activities will move them closer?

Setting the goal out loud creates accountability. The following week, begin by reviewing what you agreed to and checking it off together.

This is how the process multiplies. When you coach a leader, consider inviting one of their up-and-coming leaders to listen to the call. They are not there to take over or contribute to every conversation. They are there to hear how it is done.

You are mentoring and modeling through their person. Then your leader can take the same process and run it with their own team.

Before teaching the process forward, check with your own upline and make sure you understand it. You cannot transfer what you have not yet learned. Get it modeled for you, then model it for others.

A new Brand Partner does not need to master everything at once. Help them begin with three foundational skills.

1. 1
   Pique Interest Learn how to spark curiosity and open the door to a simple conversation.
2. 2
   Use the Tools Allow the videos, website, team calls, and approved resources to do the heavy lifting.
3. 3
   Connect Your People Bring people to a person, a call, a video, or an event when they are ready to go deeper.

There is more than one way to do each one, but those three skills are the foundation at the beginning. Learn them, do them, and teach them. Deeper trainings and advanced skills can be layered on after those basics become consistent.