An override is commission paid to someone on revenue another person sold, most often a sales manager earning a percentage of their whole team's production on top of any selling they do themselves. In payments and insurance, a recruiting agent earns the same kind of override on the book their sub-agents build.
The word carries two meanings in compensation and they have nothing to do with each other. One is this: a percentage of somebody else's production, paid to the person above them. The other is a manual correction, where an administrator overrides a calculated figure because the system got something wrong. Both appear in the same plan documents and the same software, so it is worth establishing which one is meant before agreeing to anything.
Manager overrides exist because a first-line sales manager has no deals of their own and still needs variable pay tied to outcomes. Paying them a slice of team production does that cleanly. The awkward part is the base. An override can be a percentage of team revenue, a percentage of the commission the team earned, or a percentage of the manager's own target released as their team attains quota. These three behave differently the moment reps start discounting or crossing into accelerators, and a plan that says only the word override has specified almost nothing.
In payment processing, insurance and other agent-based channels the override is the business model rather than a management perk. A recruiting agent brings in sub-agents, takes a share of the residual those sub-agents generate, and keeps taking it for as long as those merchants or policies stay on the books. That income survives the recruiter stopping work entirely, which is exactly why the agreement needs a written rule for what happens when they leave, and usually does not have one.
A manager runs five reps who booked $420,000, $380,000, $610,000, $290,000 and $500,000 in a quarter, for $2.2 million of team revenue. The reps are paid 8% of revenue. The plan could express the manager's override either way.
The gap is small here because every rep is on the same flat rate. Put two of them into an accelerator and the commission-based override rises while the revenue-based one does not move at all. Pick the base deliberately: revenue keeps the override predictable for finance, commission ties the manager's pay to how the team is actually earning.
Cost of sale gets modelled from the rep rate. Someone calculates that the company pays 8% of revenue in commission, budgets accordingly, and forgets that every one of those dollars also carries a manager override and, in an agent channel, possibly two layers of recruiting override above that. The real figure can be half again what was planned. Overrides also outlive the reason for them, because the rule that starts a recruiter's override is always written down and the rule that ends it rarely is.
The long form lives in the guides: Commission structures.
Commish pays override the way your plan describes it, shows the arithmetic on every line, and traces each payment back to the deal that earned it.