1. Purpose of This Guide
This guide helps management implement the Gayede Bluestar Financial Advisor Development Programme in a structured, professional, and measurable way. The main manual teaches the Advisor Development Consultant. The workbook drives daily and weekly candidate execution. This guide is for the manager running the programme.
The programme model managers must keep in mind at all times is: a six-month structure, 70% practical work and 30% theory, a mostly remote work model, a self-driven execution system, a weekly Friday submission cycle, progressive score targets, a portfolio of evidence requirement, and a later-stage Sanlam readiness pathway.
2. Role of the Manager in the Programme
The manager is not only a supervisor of numbers. The manager is responsible for ensuring that the programme is correctly understood, correctly followed, fairly reviewed, properly documented, and professionally enforced.
Core Responsibilities
- Candidate orientation and programme explanation
- Weekly review of activity, tests, and reflections
- Coaching and correction
- Discipline control and quality control
- Internal recommendation support
Role Reminder
Managers must reinforce that the candidate is an Advisor Development Consultant in development. The candidate may identify opportunities, provide product awareness at a general level, and help with preliminary engagement, but may not provide regulated financial advice and may not present themselves as a licensed advisor.
3. Onboarding & Weekly Control
Onboarding Checklist
- Candidate has received the main manual and workbook
- Candidate understands the role title and role boundaries
- Candidate understands remote work expectations and technology requirements
- Candidate understands weekly submission rules and score expectations
- Candidate understands Project 20, lead ownership, conflict-of-interest rules, and Gayede Bluestar’s pension-product focus
First Orientation Meeting
- Explain the programme purpose and how it gives the candidate an advantage
- Clarify the Advisor Development Consultant role
- Explain the mostly remote, self-driven, performance-based working model
- Walk through the daily rhythm: preparation, prospecting, follow-up, study, and documentation
- Explain that Friday submission is compulsory and non-negotiable
Weekly Control System
Every Friday, management should review the weekly activity sheet, weekly knowledge test, weekly reflection survey, and where relevant the pension opportunity tracker, advisor handover tracker, discipline consistency, and portfolio growth.
| Weekly Review Item | What the Manager Checks |
|---|---|
| Activity Sheet | Calls made, people spoken to, referrals, opportunities, follow-ups, estimated score |
| Knowledge Test | Whether the candidate is learning consistently and understanding the manual |
| Reflection Survey | Honesty, self-awareness, and practical correction points |
| Quality Review | Documentation quality, pension focus, honesty of activity, and correction needs |
4. Score & Friday Enforcement
Monthly Score Targets to Monitor
| Month | Target Score |
|---|---|
| Month 1 | 15,000 |
| Month 2 | 25,000 |
| Month 3 | 35,000 |
| Month 4 | 45,000 |
| Month 5 | 55,000 |
| Month 6 | 65,000 |
The score must never be read in isolation. Management should always ask whether the score was built honestly, whether activity was documented properly, whether the activity aligns with Gayede Bluestar’s core product focus, whether proper follow-up happened, whether real opportunities were created, and whether the candidate remained within role boundaries.
Late Submission Standard
Repeated lateness should be recorded. A manager must distinguish between an occasional justified delay and a repeated bad habit. Repeated bad habit must be corrected early and escalated if it continues.
5. Pension Focus & Portfolio Control
Pension-Product Target Monitoring
Gayede Bluestar’s core strategic focus is pension-related and retirement-related planning opportunity. Managers should monitor pension preservation, provident preservation, retirement annuity opportunities, living annuity opportunities, and retirement-related review opportunities throughout the programme.
Portfolio Review Control
Portfolio quality must be reviewed lightly every month, more seriously from Month 3 onward, and formally at the final stage. A strong portfolio is complete, organised, truthful, dated properly, aligned with programme expectations, and visibly connected to real work.
- Weekly activity sheets, tests, and reflections
- Project 20 evidence and referral logs
- Opportunity logs and pension opportunity tracking
- Advisor handover records
- Monthly review pages and score progression evidence
6. Coaching & Correction Meetings
Manager Coaching Structure
Coaching should be practical, disciplined, and evidence-based. It should focus on daily work discipline, prospecting consistency, referral building, follow-up quality, pension-related opportunity awareness, product understanding, documentation quality, Friday discipline, communication confidence, and professional conduct.
Coaching Frequency
- Weekly Coaching: short response linked to Friday submissions
- Monthly Coaching: more serious one-on-one review
- Correction Coaching: immediate discussion where there is visible weakness or conduct concern
Coaching Questions
- What worked best this week?
- Where did you lose momentum?
- Which calls were strongest?
- What stopped you from following up properly?
- What pension-related conversation did you handle best?
- What will you do differently next week?
Correction Meetings
Use correction meetings where there is repeated late Friday submission, repeated poor-quality reporting, very weak activity without correction, repeated role-boundary issues, poor handling of client information, conflict-of-interest signs, refusal to follow structure, or weak conduct after prior feedback.
- State the issue clearly
- Explain why it matters
- State the required standard
- Ask for the candidate’s explanation
- Set a correction action plan and review date
7. Monthly Reviews & Recommendation
Monthly One-on-One Review
The monthly one-on-one is where the manager steps back from weekly detail and reviews the broader development of the candidate: score trend, referral growth, pension opportunity development, handover quality, workbook use, portfolio growth, prior correction areas, and overall professionalism.
Final Recommendation Checklist
- Candidate remained within role boundaries
- Candidate behaved professionally and respected confidentiality
- Candidate respected lead ownership and Gayede Bluestar structure
- Candidate submitted weekly reports consistently and honestly
- Candidate showed meaningful score progression and maintained follow-up discipline
- Candidate developed pension-related opportunity awareness and product understanding
- Portfolio of evidence is complete, organised, and credible
Internal Transition to Sanlam Readiness Stage
Only after the candidate has completed the main programme credibly, built a strong portfolio, shown pension-related focus, respected lead ownership and non-circumvention rules, and shown stable professionalism should management consider an internal later-stage readiness discussion.
8. Warning & Disciplinary Pathway
The warning pathway protects Gayede Bluestar standards, client trust, business integrity, fairness within the academy, and the serious candidates who are working properly.
Three-Level Response System
| Level | Use Case |
|---|---|
| Level 1 — Coaching Correction | Issue is early, mild, or not yet repeated |
| Level 2 — Formal Warning | Issue is repeated, serious, or showing a pattern |
| Level 3 — Escalation Recommendation | Issue continues after warning or is serious enough to threaten business protection, professionalism, or client trust |
Immediate Escalation Issues
- Confirmed client diversion
- Confirmed conflict of interest
- Deliberate misrepresentation as a licensed advisor
- Misuse of confidential client information
- Non-circumvention breach
- Repeated dishonesty after prior warning
9. Alternate Pathways & Role Redirection
Not every candidate who completes the programme will be best suited to the same next step. Some candidates may show stronger value in support, administration, training, telesales lead generation, or satellite support roles rather than immediate advisor progression.
Possible Alternate Pathways
- Paraplanner support
- Telesales lead generation
- Training support
- Administration support
- Sales coordination support
- Satellite support role
Signs of Better Role Fit
- Strong organisation but weaker market confidence
- Strong phone discipline but weaker in-person engagement
- Excellent documentation habits
- Good support instincts
- Training or explanation ability
Role redirection should be communicated as role alignment and strength identification, not as defeat. This helps Gayede Bluestar keep talent inside the system and build stronger long-term teams.
10. Dashboard & Final Sign-Off
Manager Master Control Dashboard Fields
The manager dashboard should track, at minimum:
- Candidate name and start date
- Month in programme
- Score target and actual score
- Weekly submission status
- Project 20 status
- Referral activity level
- Pension opportunity count
- Advisor handover count
- Portfolio quality status
- Conduct status
- Recommendation readiness status
- Alternate role fit notes and latest manager comment
Final Manager Sign-Off
At programme close, managers should document completion status, weekly discipline, score progression, pension-product development, portfolio strength, professional conduct, overall position, and a final summary. Formal sign-off protects fairness, clarity, and the integrity of the academy.
11. Recruitment Tools
Recruitment Filter Process
The recruitment process should screen for entrepreneurial skill, prospecting ability, remote work fit, coachability, business hunger, network strength, and professionalism. The key final question for the recruitment manager is: If I give this person the system, will they generate business for Gayede Bluestar?
Application Screening
- Grade 12 minimum
- Clear interest in financial services
- Comfort with remote / hybrid structure
- Willing to work on commission while learning
- Basic communication ability
Advantage Factors
- Previous insurance or sales experience
- Telesales or field sales experience
- Experience working independently
- Evidence of personal hustle or side business
- Community or business network
Candidate Application & Interview Tools
The manager resources also include a one-page Candidate Application Form and a Recruitment Manager Interview & Selection Sheet covering minimum entry checks, entrepreneurial-drive questions, prospecting tests, network-strength questions, recruiter scoring out of 50, strong signs, red flags, and final selection outcome.
12. Related Links
All key internal guide links are listed here at the end of the page for easy access.