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"Driving Lines Deep"
"Driving Lines Deep" is a strategy used to create stability within your group over the long-term. The top level of achievement recognized by the compensation plan is Team Elite, which requires 15 front line executives, and the ideal situation is to have at least three levels of executives under each of your front line execs (see 4x3 strategy in Deborah.nu Deborah.nu Training # 20, "OIC"). This stabilizes your width and ensures you will maximize your payout on your depth. This is important because it is the leverage provided by depth that has the power to create large volumes.
In previous email trainings we discussed building width, that is how to recruit new distributors onto your front line and get them off to a successful start. Early in your career with Deborah.nu (that is until you have at least 8 front line execs) it is important to allocate 70% of your work efforts to recruiting and training other new distributors and only 30 % working below your first level with the expectation that your trainees will follow your lead. In building their own organizations according to your example, they will add to your depth. If you remember the multiplier effect and how everyone starts with a low multiplier value, you will understand why this tends to add depth too slowly and leads to some people getting frustrated and sometimes loosing heart. Furthermore, although leading by example and encouraging your recruits to develop their own independent strengths and skills are critical factors in your success, you must never give up your own power or abdicate your personal responsibility for building your own organization, depth included. Driving the lines deep is the answer to this dilemma.
The technique is simple. Treat everyone on your second level as if they were personally sponsored by you. Then work down through the prospects and recruits on your 3rd, 4th, 5th, 6th levels etc.., going as deep as you must to find those individuals who, by virtue of their willingness to work, or their enthusiasm, or the quality of their circle of influence, arrive in the business with a higher than average multiplier value. These are the people to whom you allocate most of your depth building time. It is possible to sift down through ten or fifteen levels within just a few days just by giving new people a quick call to introduce yourself and offer help.
Once you have reached your interim goal of 8 front line executives the 70-30 rule flips and you should begin to allocate 70% of your time working depth and 30% working width. Again, you want to associate the power of your multiplier value with high multiplier individuals in your group and in this case, the deeper the better. Use your monthly genealogy report from the company to identify individuals deep in your group that are producing volume and work with them. You can then use any successes created deep downline to motivate everyone in the line of sponsorship between you and the people you have been working with. By creating large and growing volumes downline the distributors and execs in between you and the volumes all have a vested interest in building out their own organizations to maximize their benefit from volumes that are no longer theoretical expectations but actual fact. In this way, a group building volumes deep in your group (sometimes deeper even than your expected payout level) acts as an anchor that locks in all of the intervening distributors and execs. Do not think that working below your present pay out level is a waste of your time. If the intervening distributors accept the challenge and become execs, this builds volume within your payout levels; if they do not, the volume can roll to where it will be inside your payout. Either way, you win. Note: Do not feel slighted if you discover your upline Team Elite member working with a group several levels down in your organization instead of directly with you. Remember, any volumes created are to your benefit and can only add to your ultimate success.
The end goal of Driving Lines Deep is two fold. The first is to stabilize your width; the second is to build huge volumes. The largest volumes are created in what we call power lines, in which one or more of your lines contain Team Elites one after another, level after level reaching down well below your sixth executive level. Power lines take years to build and mature, so even the top Deborah.nu leaders have at most 3 or 4 power lines but those 3 or 4 typically account for nearly 80% of the volume from the entire group.
Thus, by building power lines and volumes many levels deep in your organization, Driving Lines Deep works much like the taproot of a great tree that digs deep into the earth till it reaches a permanent source of water to nourish its parent through even the hardest drought.
Your Deborah.nu Staff
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