Dear MXI Corp Distributors Who Are Considering Rank Advancement:

You want to know the number one most common mistake people make with rank advancement?  Please pay very close attention here to what I’m going to tell you right now.  First, let’s review the basics:  In order for you to rank advance, you need two things:  (1) You need a few team mates in place – that are already qualified – before you start to make your own personal rank advancement run and (2) You need to have the correct personal Qualifying Volume (QV).

IF you are a powerful Xocai distributor, and you want to rank advance, the number one mistake people make is — thinking they have the needed team mates in place in order to rank advance.  You cannot rank advance or start the rank advance process without already having your team mates already in place and qualified.  Your team mates must be qualified prior to you making your own rank advancement run.  They must be there first before you can get there.  Them – first.  You – second.  They are Alpha and you are Beta.  They are Batman to your Robin.

For example, the requirements for a Gold Executive are: (1) $10,000 in Qualifying Volume (QV) in your lesser team leg for two consecutive weeks and (2) Two qualified Bronze Executives or higher that were qualified prior to the start (and during) your own two week rank advancement run.  Again, let me reiterate, that these two qualified Bronze executives must be qualified at the start (and during) your two week rank advancement run.

Here’s a specific example, let’s say you are a Silver Executive (so, you already have $10,000 in Qualifying Volume (QV) on your lesser leg each week and you currently have two qualified Executives).  You now want to rank advance and qualify as a new Gold Executive.  Everyone wants to be a Gold Executive because there are so many valuable perks given to Gold Executives!  Ok, so, what do you need?  Well, first, you need to have the needed personal Qualifying Volume (QV) each week for two weeks (that’s $10,000 QV).  Second, you must have your two active Bronze Executives qualified at the start of  (and during) your two week rank advancement run.  Thus, your Bronze Executives must have $5,000 in Qualifying Volume (QV) in their lesser volume leg each week and have two active and qualified Royal 1k distributors (and their volume needs to be $1,000 QV in their lesser volume leg for each week ).  Remember, you must help them reach their goal before you can use their achievements to rank advance yourself.  They are First Class to your Coach.  They are VIP to your General Admission.  They are priority #1.  Get them qualified first.

The second most common mistake is thinking you have enough Qualifying Volume when you do not.  You always want to error on more volume then not enough volume.  Make sure you have several hundred dollars more in sales than you think you need just in case.

Compensation Plan Gotchas:

One of the potential gotchas of the compensation plan is knowing how to correctly read and calculate the weekly volume necessary for rank  advancement.  Remember when calculating volume for rank advancement it’s based on QV or qualifying volume NOT BV which is calculated for bonus volume.

Note the following examples are based on advancing in rank through volume, and are NOT based on advancing in rank through the  Executive Team Elite or the Executive Fast track options

In this example we will calculate the volume necessary to advance to the rank of executive.

To advance to the rank of Executive You need to Reach 2000QV in your lesser leg in a given 2 week period

Let’s focus on weeks 21 and 22.

The lesser volume is on our left leg.

We have 460QV on our left leg for week 21 and 1610QV for week 22

The 2 week volume total is 2070QV which exceeds  2000QV the necessary volume requirement for the Executive Rank

Now let’s look at another example to illustrate how you may incorrectly read and calculate your weekly volumes. We will once again focus on weeks 21 and 22, and use the Executive rank qualifications

Notice if we calculate the volume on the left leg we add 1380QV for week 21 and 920QV for week 22, which totals  2300QV

now let’s add the volume on the right leg.  In week 21 we have a total of 1035QV, and in week 22 1035QV which totals 2070QV

After calculating our volume it would appear we have qualified for the rank of executive, because we have exceeded 2000QV in weeks 21 and 22 on both of our legs!

Here is where the potential gotcha lies.

When qualifying for ranks up to the level of Silver we calculate the volume in the lesser leg in a given two week period…. Knowing that let’s look at our volume numbers for week 21 and 22 again.

Notice in week 21 the lesser leg volume is 1035QV on the right leg,  and the lesser leg volume for week 22 is 920QV on our left leg!

In order to calculate the lesser leg volume in a given 2 week period, in this example the volume is calculated on 2 different legs! In this case we actually read the volume diagonally

When we add the 1035QV we generated on our right leg in week 21 to the 920QV we generated on our left leg in week 22, our total is 1955QV which does not reach the 2000QV necessary for the Executive rank qualification… So in this example we would not qualify for the Executive rank.

The key to avoiding this gotcha is understanding  the meaning of lesser leg volume in a given 2 week period!

Let’s see another example

This time let’s focus on the rank of Silver which requires 10,000QV in a given 2 week period on your lesser leg. Let’s focus on weeks 23 & 24

As you can see in week 23 the lesser leg volume is 3450QV on our left leg and the lesser leg volume for week 24 is 6670QV on our right leg. When we add the two lesser volumes together our total is 10,120QV. In this example we have reached the volume qualifications necessary for the rank of Silver

Let’s look at one final example

This time we will focus on the rank of Gold

For the rank of Gold and higher you must now qualify on your lesser leg for two consecutive weeks which is different from the rank of Silver and below, which calculates lesser leg volume over a given 2 week period. To reach the rank of Gold you must have 10,000QV on your lesser leg 2 consecutive weeks

Let’s focus on weeks 20 & 21

Now that we are focusing on 2 consecutive weeks we no longer read the volume diagonally, we focus entirely on our left leg or right leg based on whichever has the lesser volume 2 consecutive weeks

As you can see on our left leg in week 20 we have 10,120QV, and in week 21 10,005QV. We have exceeded 10,000QV in both weeks.

Let’s look at our right leg. In week 20 we have a total of 10,350QV, and in week 21  10,580QV. Once again we have exceeded 10,000QV in each week

Notice we didn’t add the weekly totals together as we did for the ranks of Silver and below. The reason being is the volume requirements are now  on a weekly basis

The key to reading your volume correctly, is understanding the difference between lesser leg volume over a two week period versus lesser leg volume 2 consecutive weeks

When one discusses the intricacies of Rank Advancement, there are two additional perspective opinions that should also be addressed in order to complete the conversation.
They are: (1) The Peter Principle and (2) Glass Ceilings.

The Peter Principle is a belief that in an organization where promotion is based on achievement, success, and merit, that certain organization’s members will eventually be promoted beyond their level of ability. The principle is commonly phrased, “Employees tend to rise to their level of incompetence.”  The effect could also be stated as: “Employees tend to be given more authority until they cannot continue to work competently.”  The Peter Principle holds that in any hierarchy, members are promoted so long as they work competently.  Eventually they are promoted to a position at which they are no longer competent (i.e. to their “level of incompetence”), and there they remain, being unable to earn further promotions.

Peter’s Corollary states that: “In time, every post tends to be occupied by an employee who is incompetent to carry out its duties,” and adds that “Work is accomplished by those employees who have not yet reached their level of incompetence.”  Furthermore, “Managing upward” is the concept of a subordinate finding ways to subtly “manage” superiors in order to limit the damage that they end up doing.  Many accomplished scholars strongly believe I the truthfulness of the Peter Principle.  Yet, others definitely do not.  The debate still rages on.

The second necessary topic to conclude a discussion on Rank Advancement is that of “Glass Ceilings.”

The Glass Ceiling metaphor has often been used to describe invisible barriers (“glass”) through which individuals (i.e. mostly women and ethnic minorities) can see elite professional positions but cannot reach them (“ceiling”).  These barriers prevent large numbers of people from obtaining and securing the most powerful, prestigious, and highest-grossing jobs in the workforce.  Moreover, this barrier can make many people feel as they are not worthy enough to have these high-ranking positions, but also they feel as if their bosses do not take them seriously or actually see them as potential candidates.

The glass ceiling theory continues to exist although there are no explicit obstacles keeping women and minorities from acquiring advanced job positions – there are no advertisements that specifically say “no minorities hired at this establishment”, nor are there any formal orders that say “minorities are not qualified” (equal employment opportunity laws forbid this kind of discrimination) – but they do lie beneath the surface.  When a company exercises this type of discrimination they typically look for the most plausible explanation they can find to justify their decision.  Most often this is done by citing qualities that are highly subjective or by retrospectively emphasizing/de-emphasizing specific criteria that gives the chosen candidate the edge.  Mainly this invisible barrier seems to exist in more of the developing countries, in whose businesses this effect is highly “visible.”

In conclusion, there are many different impediments placed upon people that make it difficult for them to attain a higher work status.  With these very negative effects on women and ethnic minorities self-esteem, the glass ceiling theory has created an even larger problem than just in the work place.  Most see the glass ceiling as only being in the work place, which is where it originally was intended for, it has spread to encompass the household and others as well.  The barrier within the household has been seen as the difficulty a woman has of getting out of the household and accumulating a job.  Not all women and ethnic minorities feel as though they are being suppressed in the household and many women choose to be in the household in which case the glass ceiling does not apply to them.  The term only applies to those women and ethnic minorities that wish to be out in the work field but are unable to be.  Because the glass ceiling also limits the opportunities of women in developing countries, the term has broadened and also become an issue around the world.