This document discusses balancing support for Growth in Income Program (GIP) and Growth in Community Development Program (GCDP) across different levels. It suggests: 1. Ensuring the right staffing and responsibilities in support functions like Talent Management and Marketing to allocate resources to each program. 2. Aligning internal communications from the Mastermind Club to tailored support for clustered Local Clubs in specific programs. 3. For high volume GCDP Local Clubs, focusing initially on productivity and education before allocating capacity to GIP to ensure balanced growth. 4. For Local Clubs with one VP overseeing both programs, highly training the VP and Team Leaders in both programs to balance support

1. BALANCING GIP
AND GCDP
GROWTH

2. 1 Balancing support functions support on the LC level
Balancing support for GCDP and GIP from the MC
Ensuring growth in High Volume LCs3
Managing LCVP OGXs or LCVP ICXs
Balancing act.
2
4

3. Balance support
function’s support
Talent Management Marketing
1. Ensure the right number
of people
2. Ensure the JD and KPIs
are spilt via program
eg. 10 TMP in TM, 5 focus
on oGIP, 5 focus on
iGCDP
check TM structures ppt check Marketing structures PPT
1. Ensure the right number
of people
2. Ensure the JD and KPIs
are spilt via program
eg. 6 TMP in Marketing, 3
focus on oGCDP, 3 focus
on oGIP
1

4. Balance support from
the MC2
ensure your internal
communications
are aligned to your
OD model and to
your programme
focuses
eg.
I understand which LCs I want to
jump in which program therefore
within my:
• individual coaching
• monthly commission meetings and
fortnightly newsletters
• individual KPIs
I can tailor my content/education
and approach to clustered LCs.
once my focus is
even more clear, I
can utilise trained
NSTs for support
for each
programme.

5. High volume
LC’s
For high volume GCDP LCs
(+100) follow the following
suggestions to ensure balanced
GCDP and GIP focus.
1. Ensure all structures are
Project based and based on
focus issues.
2. Set and track goals for
productivity of members
(ensure there is sufficient
education to support growth in
productivity)
3. Once productivity in high
volume GCDP LC’s is high
enough - you can start to
allocate more capacity to GIP.
3 iGCDP example
oGCDP example
VP
TL TL
(25-100 RE)
literacy issue
focus for
specific
country
entrepreneurshi
p issue focus
for specific
country partners
VP
OCP OCP OCP
each OCP
focuses on
individual
issues
and each OC
understands
the country
partners for
their specific
issue
(25-100 RE)

6. Managing one VP OGX
or VP ICX4
my LC’s only have
one LCVP OGX or
LCVP ICX, but I
want to balance GIP
and GCDP growth!
What should I do??
1. Ensure that the LCVP
OGX or ICX has highly
trained Team Leaders
in both program.
2. Ensure that the LCVP
OGX or ICX is also
highly trained in both
programmes.
1. Ensure that these LCs
have two separate
focus programes eg.
iGCDP and oGIP or
oGCDP and iGIP

7. 1 Balancing support functions support on the LC level
Balancing support for GCDP and GIP from the MC
Ensuring growth in High Volume LCs3
Managing LCVP OGXs or LCVP ICXs
Balancing act.
2
4

8. BALANCING GIP
AND GCDP
GROWTH