Constant marketplace change keeps the focus of most DSN content on how companies rise above challenges. We interview founders and C-Suite executives to talk about industry trends and progress, shifting business models and compensation plans, rebranding and tech and compliance and product development. The list goes on and on.

Less frequently, do we feature the young, corporate standouts who so prominently figure in getting all those things done. But that changes with this issue, as DSN recognizes—for the first time ever—a group of innovative trailblazers, whose contributions push their companies’ trajectories upward, while reshaping the direct selling channel for the rest of us.

More than two dozen companies answered the call to nominate their most accomplished achievers under the age of 40, who exemplify the kind of leadership skills and innovation that best represents the future of the direct selling channel.

And to that end, we proudly present the 2023 DSN 40 Under 40—a group of youthful standouts, who are rockstars in their current roles—vocal champions of direct selling with just the right balance of knowledge and enthusiasm to ultimately lead the industry.

Their day-to-day contributions help their organizations navigate the changing marketplace and they constantly impress. It matters not what field these stellar people represent—be it IT, marketing, training/field development, product development, customer service, HR or even the C-Suite itself—each has won the admiration and respect of their peers and bosses, alike.

Vida Achundsada

Senior Manager, Business Relations / North America

As Senior Manager, Business Relations for Mannatech North America, Vida Achundsada exemplifies outstanding leadership and a depth of understanding for direct selling that drives growth and fosters success within the organization. Vida’s passion, drive and relentless pursuit of success in her primary role of leading and supporting Associates and leaders from both the U.S. and Canada garners the respect and admiration of colleagues and peers alike.

But Vida also dedicates her energies to the Direct Selling Association of Canada, where she serves as a distinguished representative and holds a position on its Board. Her appointment reflects her long-standing commitment to the industry, as well as her proactive nature in shaping its future.

“She has proven herself to be a dynamic and influential leader, actively seeking innovative solutions and spearheading positive change,” said Patricia Anthe, Vice President North America, Mannatech. “She embodies the spirit of the next generation of leaders in direct selling.”

“One of the main challenges in direct selling is overcoming negative perceptions and addressing regulatory and legal complexities. Direct selling companies need to work more towards building trust, educating the public about ethical practices and ensuring compliance with various laws and regulations,” Vida shared. “Companies can tap into the global demand for entrepreneurial opportunities and consumer products by leveraging digital platforms and providing convenient online purchasing options.”

John Alcala

CEO

Direct selling inspires John Alcala because you don’t need specific qualifications, levels of education or experience or to be the most talented. “You only need the grit and determination to change your current situation,” he said.

John experienced the power of direct selling first-hand, working as a top field leader for It Works!. He and wife, SheriLynn spent seven consecutive years in the Top 10 prior to joining the corporate team and John becoming CEO.

“If not for this man (It Works! Founder Mark Pentecost) coming into my life nine years ago, I would have never believed there was more for my life. His belief in his vision for his life and his family’s legacy made me believe that I was made for more. I couldn’t be more blessed to have a mentor and friend that pushes, challenges and believes in me the way he does. He is the GOAT in this industry,” John said.

A methodical, strategic and passionate leader with a big heart, John is always interested in hearing other people’s perspectives and learning from them. He trusts the talents of his corporate team which adds positivity to the work culture. Hendrik Cloete, Chief Financial Officer said that John always puts people first and knows that—as a result—everything good will follow.

Sherilynn Alcala

Head of Field Strategy

At 30, SheriLynn Alcala was a stay-at-home mom with two babies in diapers, when she clicked “join now” on the It Works! site and changed her and husband, John’s, life course. Now, they have checked off more dreams before 40 than most accomplish in a lifetime, thanks to nearly a decade in the field and some “out-of-the-box” thinking by the company’s founder.

Founder Mark Pentecost tapped two of his best field leaders—John and SheriLynn—to run the company earlier this year. “Now part of the corporate team, I’m excited to help our field change the trajectory of their lives. This channel doesn’t discriminate; it is for anyone and everyone willing to show up and work!” Sherilynn said.

Resilient, SheriLynn understands setbacks are part of the journey—merely learning opportunities for growth. She’s mastered stepping outside her comfort zone, taking risks and putting in the effort to make things happen. “She doesn’t wait for opportunities to come to her but goes out and creates the opportunities,” Kate Martin Carlson, Vice President of Marketing and Sales, shared.

“I believe more companies could benefit from hearing the field perspective because the goal is the same for both sides: to sell life-changing products and grow our sales force. I’m so excited to share my perspective, knowledge and insight. We are better together!” SheriLynn said.

Uzma Azim

Senior Director of Information Technology

FOR MORE than a decade, Uzma Azim has been the face of technology at Neora, collaborating to bridge gaps between challenges and technological solutions, something she finds deeply satisfying. “I find fulfillment in leveraging the power of technology and innovation to streamline manual tasks, enabling both myself and my team members to devote our attention to more engaging and fulfilling work.”

“Uzma has a very valuable gift of explaining very complex IT ‘speak’ to actionable steps across all departments,” Beth Hisey, Director of Marketing, shared.

Proof is the recent, successful Neora website revamp, where Uzma and her team were tasked with a heavy workload and short deadlines, while balancing usual day-to-day demands. The project was important to bring more ease and a better user experience for customers, brand partners, as well as prospects.

Software development experience early in her career—and the desire to learn more—led to a graduate degree in computer science by 2016, which was instrumental to her flourishing career, growth and advancement at her first direct-selling experience at Neora.

There, she met a remarkable mentor in Deborah Heisz, Co-CEO of Neora and CEO/Co-Founder of Live Happy. “With her vast oversight of various business domains, there is always something new for me to grasp and learn. Her guidance and mentorship have been invaluable in shaping my professional growth,” Uzma said.

Bethany Balsdon

Director of Global Market Partner Experience

Bethany Balsdon grew up in direct selling, inspired by stories of “fearless” women who chose the industry and changed their lives with hard work and perseverance. That’s how she knew her own potential was limitless.

MONAT Global is Bethany’s fourth direct selling partner, having joined in 2015 during the company’s Canada launch. She is lead strategist for main stage global salesforce event content. Bethany also leads a team in design, implementation and integration of recruiting and retention tools, programs and assets for 450,000 Market Partners which contributes to retention and activity.

“She is a value- and results-driven communicator, skilled at directing multiple training and sales initiatives while delivering results on primary objectives. Bethany is known for developing enduring and trusting internal and external relationships,” shared Ray Urdaneta, CEO, MONAT Global.

Catherine Scott, Vice President of Global Field Development and Bethany’s mentor, pushes her to be bold and taught her how to unapologetically hold a seat at the table while leading with kindness. “While working under Catherine, I had my first child. She models what being a stellar businesswoman and mother can look like. I would certainly not be where I am today or on this list without her,” Bethany said.

Alexander Bogart

Director of Media and Technology

The dynamic environment of direct selling inspires Alexander Bogart to adapt, continually improve and be open to acquiring new skills. He said that’s why he gets up in the morning, and in challenging times his type of innovation and creativity profoundly impacts operations.

When Alexander stepped in to cover the extended absence of a co-worker diagnosed with a brain tumor, despite having his own workload to manage, CEO/Founder/President of Jordan Essentials, Nancy Bogart shared that, “He carried the load with an outstanding attitude, showing remarkable dedication and commitment to his colleagues and our organization.”

Alexander brings expertise and experience in video production, web and graphic design, as well as 15 years coordinating and executing direct sales events and conferences. But it’s his eagerness to learn and willingness to expand his skill set that make him a go-to resource for assistance and support across multiple departments.

Addressing a wide range of needs excites Alexander. “I find joy in streamlining operations and improving logistics to support our home office team. Helping bring impactful marketing strategies to life; executing successful events; and enhancing our brand’s visual identity are all areas where I can make a positive impact. Having a diverse skill set allows me to provide comprehensive support and contribute to the success of our company.”

Laura Brandt

President

AS A third-generation direct sales businesswoman, Laura Brandt feels a deep sense of responsibility to carry the opportunity and empowerment torch forward. Direct selling impacted the lives of her family and nurtured her entrepreneurial spirit, igniting a desire to make a meaningful difference in the lives of others.

“I am particularly passionate about the direct sales space as it has granted me the privilege of meeting and building relationships with diverse individuals from all walks of life,” Laura explained.

When Mark Bennett, Chief Business and Legal Officer of IDLife, hired Laura, he told her he would train her to take his job. “I thought it would take three-plus years, but it only took her 18 months,” he shared. “Laura is one of the brightest minds in the business I have ever met. She’s level-headed, a voice of reason and a natural born leader. She wasn’t given the title of President, our employees treated her like the president, she made decisions like a president, and she had the ‘presidential’ respect of our vendors and brand partners before she ever received the title.”

Misconceptions and stereotypes can create hurdles for the direct selling industry and Laura believes the best way to overcome is to educate the public about legitimate and ethical practices and to build a strong industry reputation based on transparency and integrity.

Ian Chen

Director of Business Relations

Ian Chen’s career spans four network marketing companies including starting one in China. At Mannatech, Ian is an invaluable asset driving growth in the North America Chinese market. He demonstrates unwavering dedication and works tirelessly with field leaders.

“I greatly admire his remarkable ability to forge and nurture relationships with our distributors. He understands the importance of establishing strong partnerships and setting mutual goals, all while effectively balancing his responsibilities as a corporate employee,” Patricia Anthe, Vice President North America, Mannatech shared.

“My two years as a distributor in the field revealed so much of what network marketing is about. I wouldn’t exchange those two years with any other experience,” Ian explained. “Working hand-in-hand with some of the most accomplished leaders in network marketing inspires me just about every day. In the age of automation, what distinguishes us as humans are those fundamental elements of friendship, love, happiness and a sense of belonging.”

His innovative mindset, coupled with an eloquent and effective communication style and unwavering reliability, allows Ian to spearhead new initiatives and consistently deliver outstanding results.

“The biggest challenge in this industry is the constant change in both regulatory environment and technology. The opportunity of the future lies in the younger generations. Companies will have to adapt to culture and consumer preferences of those generations which are evolving over time,” Ian said.

Vivian Chung-Patterson

Vice President Global Marketing

Vivian Chung-Patterson has a keen eye for detail that makes her successful in creating 360-degree marketing plans that produce actual results. In her role with Partner.Co spearheading global marketing operations, events, social media and communications efforts, she exhibits exceptional leadership in both managing and motivating teams and efficiently launching new products and services on an international scale.

“Her commitment to delivering high-quality work is unwavering, and her dedication to the company is second to none. Vivian’s unwavering effort and expertise have contributed tremendously to the successful launch of Partner.Co,” CEO Darren Zobrist said.

With a background in communications, including being the youngest person at 24 ever hired by Hearst Publications’ Hong Kong Division to media liaison with prestige, luxury-brand clients like Christian Dior, she learned early on that being successful is tied directly to one’s own effort and motivation.

From her tenure with Hearst, too, she learned to develop and maintain the highest marketing standards for every project, and to teach those skills to others. When they created special ads for Christian Dior, for example, she said, “I’d sit at the print shop for days to ensure every batch of stock paper was the exact same weight and the same shade of white, and I’d reject every print that was darker/lighter than the approved color.”

Meredith Cook

President

In founding Green Compass, Meredith Cook became a mission-driven leader of an all-natural, holistic brand of quality hemp products. But for her, it was always about making a greater impact and building a passionate community empowered to share and heal. Her vision, leadership skills and personal passion solidify a strong corporate mission and purpose that’s felt in every aspect of the business, including R&D, formulating, manufacturing and distribution.

“She leads with purpose, gratitude and compassion—never straying from her commitment to people, whether that be consumers, advocates or employees,” Lori Burgher, CMO, said.

“I’ve always seen the value in bringing people together around shared passions. There is power in connecting people,” Meredith shared. “If you are passionate, you can have success. And success looks so different for everyone, which is incredible to see. At the end of the day, you just have to care enough to show up and share.”

Following the pandemic’s shift away from in-person gatherings, Meredith committed to a “hybrid” business building opportunity that meets people where they are. “But I will never shy away from bringing people together! The energy and excitement that comes when our advocates gather and share their experiences is so contagious, and it always fills my cup.”

Brandon Craddock

Director of Digital Marketing

Brandon Craddock brings a quiet, calm demeanor and a lead-by-example management philosophy to a fast-paced, deadline driven environment at Ambit Energy, where he’s consistently advanced his skills in video creation, social media trends, website design and mobile technology to help define a life-long learning culture.

Closely tied to that pursuit of learning is Brandon’s constant reinforcement and insistence that Ambit’s creative team is most effective when it engages and listens to field leaders about what works and what doesn’t.

“He does all of this with a keep-your-cool, laid-back, never-ruffled style—always ready to step up and get the job done,” shared Eric Reisdorf, Chief Development Officer. “When I suggested Brandon to my management team as our nominee, the positive response was swift and absolutely unanimous.”

This former ad agency art director crossed to direct sales 12 years ago, bringing a consumer mindset and ability to relate that he’s since distilled into easily digestible best practices for consultants.

He feels the gig economy changed how people think about entrepreneurship, creating simple ways to earn extra income. “Direct selling is honestly no different and has many advantages over other gigs out there. It’s our job to make direct selling simple and accessible and to educate entrepreneurs and future business owners about those advantages,” Brandon explained.

Arielle Dothard

Director of Operations

Novae is Arielle Dothard’s first direct selling foray, but she embraced its culture and mission Day One. CEO/Founder/President Reco McCambry said Arielle is a major piece of the puzzle that keeps the company moving.

“There is no problem that our executive team brings to a meeting where she is involved that we don’t have a list of possible solutions within 24 hours. Competency is one thing, but having a great attitude and being just as eager as ownership to succeed is everything! That’s Arielle’s MO!” Reco said.

Arielle is a thinker and problem solver who is constantly pushed to expand her knowledge. She believes much of her success ties to her ability to adapt, learn and implement.

“I’m blessed to have leadership I can look to for direction whenever I need it. I’m able to talk through mistakes and turn them into learning experiences—and turn the good ideas into tangible results by proactively working through potential holes. They’ve really provided a safe space for me to learn and be inspired,” Arielle said.

Applying creativity and knowledge to function helps Arielle build a solid foundation for her family, something she aims to continue in the next decade. “I’d like to be in a position where I can use the knowledge I’ve gained and pour into others so that they can build steady foundations for themselves,” she said.

Kenton Engel

Chief Strategy Officer

Network marketing is at an inflection point, where many platforms and technologies are shifting. For a Chief Strategy Officer like Kenton Engel, there’s little better than bringing innovations to bear in a well-established industry and disrupting it.

A well-educated man, who holds two master’s degrees as well as a PhD in pediatrics, Kenton also spent a decade digitally marketing sports nutrition products. “In my career, I have generated almost $300M in quantifiable and trackable digital sales; I have founded or co-founded four brands, all of which became 8-digit revenue earners; and I did all of this while pursuing full-time studies.”

“Kenton has been instrumental in finding key markets and technologies to help expand our Awakend Nation blueprint,” Rodney James, Awakend Founder and CEO, said. “He played a critical role in our partnership with innovative third-party technologies that have helped grow our business.” That includes a new app and integration, as well as review of all compliance-related materials.

Legitimacy, Kenton believes, is the industry’s biggest challenge with its historical legacy that’s roundly negative. “But with all obstacles come equivalent opportunities; meaning that the newest generations of direct selling brands have an opportunity to be forces for positivity; to be innovative product developers; and to lead the way in digital marketing that is fundamentally honest.”

Stefani Green

Director of PR and Communications

Stefani Green leverages her experience in fashion, food, fitness and beauty to help energize Arbonne’s future. “I have a solid understanding of the marketplace and I am intrigued by its evolution. I spent my longest tenure at Mattel working on the Barbie brand, and Barbie has had a huge influence on my career,” she said.

While Arbonne is her first direct selling position, Stefani finds the entrepreneurial spirit motivating and inspiring. She loves the initiative and tenacity the industry requires, including in her role collaborating with partners across the industry.

Joining less than two years ago during a major transition, with new leaders and a new corporate structure, Stefani jumped into the role eager to connect Arbonne to new consumers and media through conversation and exposure.

“Stefani took the opportunity to create synergy across business units, build excitement with consumers and employees and truly reignited the brand’s place in culture and with media,” shared CMO Jorden Bell. Stefani integrated Arbonne’s communications strategy to consider multiple stakeholders and launched a PR campaign at New York Fashion Week resulting in 15 high-profile editorial placements and a 15 percent increase in organic story engagement and total impressions on IG Stories. Brand awareness, she said, is the biggest industry challenge and opportunity.

“Through empowering messaging and increased accessibility, we can transform direct selling to be more understood and highly desired.”

Jeff Harwood

Finance Director

Jeff Harwood is a stalwart and true team player, someone who is constantly sharpening the saw, brainstorming and assisting across departments as well as always going the extra mile to support distributors, Ryan Mumford, Vice President of Finance, shared.

A Utah State and Disney Institute grad, Jeff’s business administration, leadership, employee engagement and quality service schooling helped during an unorthodox new hire training at Activz. When the boss’s wife had a baby in his first week, Jeff dug in.

“I chose to take upon myself my own training, learn the ways of the business and make myself an extremely valuable asset to the company, to not stop until I had figured things out. Even though I was suddenly thrust straight into the fire, I consider that one of the best moments in my career and what influenced me to get to where I am today,” Jeff explained.

His exceptional diligence “is invaluable while launching new markets, releasing new technology improvements or simply reorganizing a department,” Mumford said.

“It’s amazing to interact with so many people that want to increase their value and develop themselves into something great,” Jeff said. “I learned a long time ago that it’s better and more fulfilling to lift others and discovered that by doing so, they in turn lift you.”

Ashlee Headlee

Chief Program Officer

Ashlee Headlee always dreamed of starting her own direct selling company and creating an authentic community, so she is living her wildest dreams and is the most fulfilled she’s been in her entire career.

“I instantly fell in love with all the elements of this industry. I’ve spent the last 11 years working and consulting for companies ranging from billion-dollar brands to start-ups. The fact that I got to take all the knowledge gained over these years and create my own company in this channel is a bit surreal,” Ashlee said.

As a mother, mentor, yogi, wellness advocate and business owner, Ashlee’s passion for people shines as she helps them wake up and remember how incredibly powerful they truly are. She’s the visionary behind three main pillars to abundant living that work synergistically with Awakend products, programs, tools and technology.

Ashlee feels the direct selling industry has been on the forefront of revolutionary for decades but has also experienced a copy-and-paste philosophy of highlighting the same things over and over again. She hopes to create a new model for the future.

“I believe people are looking for more. More connection. More truth. More authenticity. More. This industry—out of all industries—is primed and so capable of providing more on a life-changing scale,” Ashlee shared.

Kenneth Hernandez

Chief Technology Officer

Software development is Kenneth Hernandez’s playing field. He’s spent over a decade on the technology side of healthcare, entertainment, hospitality and direct selling, executing roles like senior software engineer, software architect and chief technology officer.

“I have worked with a variety of companies in the direct selling space, in multiple industries with a variety of compensation plans, all of which have helped me succeed in this channel,” Kenneth said.

“Not only is Kenneth a master at coding he is an excellent problem solver and leader. He embodies the core mantra of our founders to constantly grow and improve and his team exudes this principle as well,” CMO of inGroup, Doug Corrigan shared.

He believes the key to creating a brighter future for direct selling rests on education, innovation and values. A mentor who has a positive influence on Kenneth is inGroup’s Co-Founder Frank Codina. “Frank has not only been a mentor with my career but in life as well. His business and leadership values continue to inspire me,” Kenneth shares. The biggest opportunities exist in connecting the world through technology. “We are witnessing our partner teams span many countries, and we have never seen a time where we can connect with people so easily,” Kenneth said.

Kristi Hudson

Vice President, Associate Marketing and Incentives

Kristi Hudson joined LegalShield at 19. Since then, she’s gained diverse experience in customer service, data analytics, membership retention and leading agile development projects. Three years ago, she earned a promotion to VP and recently finished an M.A. in strategic communication and digital strategy from the University of Oklahoma.

Driven by a strong work ethic, Kristi thrives on tackling challenges head-on with her exceptional problem-solving abilities. High expectations equal her belief in her team’s capabilities. Actions, she said, are more powerful than mere words. So, she rolls up her sleeves to work alongside them, prioritizing teamwork because the best ideas and outcomes stem from collaborative efforts.

“I was honored to receive the Employee of the Year award at LegalShield. This award recognized my leadership and project management during the launch of the company’s brand to LegalShield, along with all-new associate marketing sites and web commerce sites. That award hangs in my office today and remains one of the biggest highlights of my career,” shared Kristi.

She gives a special shoutout to Don Thompson, President of LegalShield’s network division, as an outstanding teacher; is inspired by legacy founders like Madame C.J. Walker for creating success on their own terms; and admires Red Aspen’s founders for their empowerment of women.

Tamila Kerimova

Senior Vice President and General Manager

Tamila Kerimova proudly said “yes” to big geographic moves early on, working in Moscow, Cairo and Lagos. That global perspective informs her current role driving MONAT Europe’s spring 2023 marketing opening in France and welcoming new Market Partners at a first-ever Parisian event. “I love Europe!” she said.

Her “cultural map” encompasses Europe, Africa, parts of the Middle East and the Commonwealth of Independent States region in a career spanning just under a decade. To be a global leader means living in and understanding other cultures. “Learning more about Asian direct selling and adding that experience will allow me to create a truly global profile,” shared Tamila.

“It’s no surprise that her career focus is on people empowerment and business development,” said Ray Urdaneta, CEO, MONAT Global.

Strong management, communications skills and a hands-on mentality makes Tamila adept at setting up, managing and coaching multi-functional international teams focused on revenue.

Part of the bridge generation, who experienced social media’s rise but remembers life before, Tamila explained that, “Appearing on this list is a great opportunity to highlight why diversity in both age and background is so important across leadership. We are living in times of great change. To thrive and succeed requires keeping an open mind, maintaining a strong vision and not getting distracted by trends.”

Elisa Kurzban

Director of Operations

Elisa Kurzban’s resilience extends beyond her professional role. Elisa is a boxer, underscoring her ability to overcome obstacles and rise above adversity—a characteristic she brings to work with her every day.

An MIT undergrad in mathematics provided a strong analytical foundation, but the draw to problem solve in the real world meant seeking an MBA from the prestigious Wharton School of Business. Elisa now enjoys engaging with people directly and tackling stimulating business problems for Qyral, where she finds the proximity to technology and innovation and the immediate, positive impact on customers’ lives exciting.

“Groundbreaking endeavors necessitate visionary thinking, as well as a strong and scalable operational foundation. Elisa has exemplified these qualities, ensuring that our company remains resilient and capable of handling rapid growth,” shared Hanieh Sigari, Qyral’s Founder and CEO. “Her resourcefulness is unmatched, and she consistently provides creative solutions to any problems that arise. Elisa’s enthusiasm and adaptability have been instrumental in conquering unique challenges.”

Elisa is thankful for the guidance and support she’s received. “Hanieh’s mentorship provides me with a unique opportunity to learn from her diverse experiences as a biochemist, mom, entrepreneur and advocate for longevity and healthcare. Our mentor/mentee relationship is a source of motivation, encouragement and invaluable knowledge, making it incredibly valuable in my journey at Qyral and beyond.”

Matthew Kuzio

Chief Financial Officer and Director of People Services

No job is too big or too small for Matthew Kuzio. Finance, HR, IT challenges, custom resource planning systems, even replacing paper towels and stocking snack drawers.

“No matter the problem, Matt is always ready to assist anyone at Red Aspen in need of help in a quick timeline and with a smile on his face. He adds a priceless sense of humor to the Red Aspen office and is truly such a joy to work with,” CEO/Founder Jesse McKinney said.

Matt’s an adaptive, positive team player with international development, business finance and renewable energy backgrounds, who believes direct selling is “one of the most democratic and inclusive forms of capitalism.”

His operational, entrepreneurship and tech experience stem from ventures in Mongolia, where he founded and managed a climate-focused micro-finance program and partnership with the United Nations and Asian Development Bank to produce energy-efficient products like heating stoves and insulated yurts locally to combat pollution.

Matt’s passion for startups took root and he came state side, eventually landing at Red Aspen. “As a growing startup, I love how fast we move. It feels like every six months my role evolves into something new. We continually work to evaluate our practice, and the challenges associated with building that momentum are epically fun to solve!”

Erin Lokteff

Director of Operations

Erin Lokteff delivers inspiration in everything she does. In fact, Amanda Moore, Co-Founder/Chief Operations Officer calls her “coach” and says Erin manages Red Aspen’s largest team with grace, grit and good, old-fashioned fun.

Previously a teacher and athletic coach, shaping young women and men of strength, dependability and reliability comes as second nature to Erin. She thrived through nearly three years of hypergrowth by using a results-driven communications style to train and develop a 30+ member shipping team, while elevating operational function with forward-thinking planning and order projections.

“I am inspired by the concept that not all success has to look the same. Each of us has a life that is unique to us, with its own heartbeat and its own source of air. Direct sales provides a means to find that source of air for ourselves,” Erin said.

Erin loves that Red Aspen is female owned and 95 percent female run. “We are modeling for a community of not only strong female leadership, but also showing that traditional gender roles are antiquated.”

Jesse, Erin shared, is “a big idea thinker, goofy and infectiously positive” with a silver lining always in her sights—someone who always leaves the right amount of pause time to allow for response. “Jesse’s compassion has allowed me to develop and grow as a leader.”

Madison Mallardi

CEO

Working by her family’s side, Madison Mallardi learned to value community and take care of loyal customers. By the time she was 21, Madison ushered in a new era at the family’s professional make-up company, and in just four years LimeLife by Alcone achieved over $100 million in sales.

She’s literally had her hands in everything—operations, product development, finance, sales, customer care, branding and marketing. She’s addressed every problem, found solutions and driven forward-thinking strategies to retool her grandfather’s company.

“She has a maturity well beyond her years to stay calm under pressure; respond and never react; and ensure that the best path is taken. She is also incredibly fun and funny and can be seen late at night with our sales field dancing or playing beer pong,” said Michele Gay, Chairwoman.

“It is not one person that can make a company great but a community of people, who love a company just as much as their CEO. I think direct sales is the only industry where you can witness such a phenomenon,” Madison shared.

So far, over 100,000 people have said “yes” to the LimeLife opportunity with commission pay outs over $200 million. “I have no idea where this road is going to take me, but I know I am only getting started!” Madison said.

Amanda Neumann

Director of Events

Amanda Neumann sets a new standard not only for BELLAME’s future but also for today’s entrepreneur industry by masterfully crafting experiences of appreciation for their Brand Partners. They are made to feel important, valued and seen—all while capturing the essence of BELLAME’s brand and mission.

“Amanda’s unmatched commitment to BELLAME’s events, marked by meticulous planning and attention to detail is unlike anything I have personally seen in my 30 years in this industry. She delivers a world-class, unforgettable event,” said Melissa Thompson, Founder/CEO.

There’s never a dull moment in events, especially at a start-up brand, but Amanda’s loved planning since she ordered free Disneyland brochures and charted pretend vacations as a child. In college, she connected with Make-A-Wish Greater Los Angeles working in events and development, then moved on to travel the world in bartending competitions, for which she earned a place in the Top 50 Bartenders in the U.S.

“Everything I’ve done has gotten me to where I am now. Working for BELLAME has been a blessing. I love getting to curate each event and experience for our Brand Partners. I keep setting the bar higher and higher,” explained Amanda. “I am excited to see where this journey takes me and look forward to the growth and achievements that lie ahead.”

Jazlyn Olmedo

Senior People Services Leader

Jazlyn Olmedo has drive, skill, a positive outlook on life and a passion for her career that shines every day. In three years at Red Aspen, she’s worked full time, served as a graduate assistant in STEM and diversity research at Boise State University and completed a master’s degree in organizational performance and workplace learning.

She injects a true passion for creating an inclusive workspace, brand and community that fosters a welcoming environment at Red Aspen’s Treehouse and with Brand Ambassadors, for which Jazlyn leads a voluntary group through annual product, promotion and campaign planning through the lens of diversity and inclusion efforts, CEO/Founder Jesse McKinney shared.

“Overseeing our People Services team and creating a workplace that is fun, welcoming and supportive for all our employees is very rewarding in itself. Additionally, I find leading our Philanthropy and Beauty Inclusion Council program to be inspiring and fulfilling—to lead such positive change and continue making Red Aspen a leading company in both the beauty and direct selling industries while carrying out our mission and values,” Jazlyn said.

Red Aspen is Jazlyn’s first direct selling experience, and her role will continue to evolve as the company grows. That excites her. “We have so many goals and ideas to continue serving our reps and are consistently courageous to pursue those.”

Jessica Pape

International Vice President of Marketing

Jessica Pape is the ultimate team player, who brings talent, skill, fierce loyalty, positivity and a witty sense of humor that keeps everyone at NeoLife International on their toes. She joined the company just before a major rebrand and name change and now finds herself leading a digital transformation and brand refresh.

“It’s exciting to have the ability to drive new brand initiatives. Evolving the visual elements that represent NeoLife and differentiating ourselves from the competition at this significant time in our 65-year history is a challenge I find thrilling,” Jessica said.

Having built a part-time NeoLife business and ranking up to director, Jessica coalesces that field experience with a unique understanding and passion for the industry. “She loves serving our field and makes every decision with their best interests in mind—all with a goal of equipping them with tools and support to make a positive impact,” CEO Kendra Brassfield shared.

Kendra introduced Jessica to direct selling, and now Jessica relies on and values her mentorship. “Kendra has been instrumental in my personal and professional development. She has a remarkable ability to instill self-belief and uncover and amplify strengths. Kendra challenges me to step out of my comfort zone, identifies areas for improvement and enables me to think more creatively.”

Lauren Paul

Chief Brand Officer

It takes a very strong leader to understand the needs of a start-up company like Olbali, and Lauren Paul is just that sort. “Lauren is not afraid to roll up her sleeves and get the job done by any means necessary,” said Courtney Adeleye, CEO/Founder.

According to Lauren, helping women learn to market and brand themselves fills her with excitement. “There’s so much untapped potential out there. So many talented women who are afraid to put themselves out there and take a step into the spotlight.”

“I’m able to unlock a whole new world of possibility for these women, simplifying marketing and providing them with the tools they need to take that critical first step outside their comfort zones,” Lauren said of the presentations, video and graphic content she and her team create.

With her creative vision and eye for detail, she has transformed Olbali into a stand-out company and ensures every aspect of the brand reflects the right messaging and values. She approaches each project with a heart of servitude—a reflection of her nursing background—and is motivated by making every consumer feel like family.

“Lauren brings happiness to the entire team with her ability to build a great working environment around her, ultimately transforming the way Olbali approaches marketing,” said Courtney.

Natalia Potter

Product Strategy Senior Manager

Sometimes when posting a job description, HR is aware there’s a slim chance they find a perfect fit. But then there’s a candidate like Natalia Potter, who joined Red Aspen last year and Genie Reese, Co-Founder/Chief Strategy Officer, considers a “unicorn.”

A results-driven specialist with a decade of experience in international business projects, product development and online sales, Natalia exceeded Red Aspen’s best-case scenario. She’s phenomenal at tackling existing challenges, implementing efficient work processes and successfully identifying new growth opportunities.

Hardworking, dedicated, organized, fun and professional, Natalia oversees the entire product development process from ideation to launch, including ensuring that every product adheres to Red Aspen’s “clean beauty” standards and single-handedly developing an ordering timeline to combat the worst supply chain issues.

The world of direct selling is new to Natalia, who is a Japanese translator, was educated in Japanese economics and gained product development and project management experience working in Japan for six years.

“I love seeing the reactions of our brand ambassadors when we launch new products,” shared Natalia. “Our team spends a lot of time concepting, designing and formulating products. And seeing the process all come together with such excitement at the end, so many social media posts about the new products and great feedback is really rewarding.”

Juliana Rochelle

Director of Product Development

Juliana Rochelle earned amazing global knowledge in brand marketing and product development at L’Oreal for a decade before transitioning to Neora in 2021. “She brings innovation and a keen eye for market trends. Juliana is fearless, collaborative, forthcoming and insightful,” Beth Hisey, Director of Marketing, said.

Her skills as a collaborator with Neora’s formulation partners means Juliana is constantly testing and pushing the team to go further.

“I absolutely love what I do!” Juliana said about the exciting and fulfilling freedom she has to develop products that respect a disruptive innovation pace. “A lot of times in this industry you see companies growing mechanically. Here, I’m not tied to a specific launch window that a retailer pushes on me, so I have the freedom to work with R&D labs and push a formula until I know I have hit something that delivers outstanding results, no matter how long it takes.”

Juliana said of her boss and mentor, Amber Olson Rourke, “She has such a clear vision of what her brand needs to stand for and the non-negotiables of her consumer base, and it has helped me greatly to transition into this new industry. It’s easier to work for someone that shares your same values and vision.”

Amber Olson Rourke

CMO/Co-Founder

Amber Olson Rourke is a force at Neora—a passionate creator, marketer, mentor and visionary. She’s a tireless, natural-born leader, who cares about her work, home office teams and the field she supports, empowering people to “own what we do and learn from it—and her,” shared Beth Hisey, Director of Marketing.

After earning a BA in business marketing from University of Florida, Amber began her career in marketing/advertising, which was invaluable to learning how to craft a compelling story and create a brand that resonates with consumers. She also owned and operated a medical spa, giving her an up-close, small business perspective.

Amber has an amazing eye for details—from graphic design layouts to messaging to comp planning. She boils big concepts down into a language that suits her audience and provides direction with clear, actionable steps. Always on top of social trends, marketing perspectives and changes in relationship marketing, Amber’s never afraid to try something groundbreaking. “Her inherent intuition of the business is enviable and admirable,” said Beth.

Her future? According to Amber, the path is clear. “Continuing to evolve Neora to meet the ever-changing landscape of how people want to work and shop. And continuing to be an example to my three girls that they can achieve anything they want with hard work fueled by belief and passion.”

Brittan Sanders

Director of Vision and Strategy

Brittan Sanders climbed the field ranks to lead thousands and earned PaperPie’s prestigious President’s Award. She transitioned to corporate last year and spearheads growth efforts that will impact literacy and learning along with content creation and curation for social media.

After a decade of teaching in the classroom, Brittan is now a direct selling model champion, full of innovative ideas to which her creativity knows no bounds. Gracefully juggling the responsibilities of wife and mother of three, she’s a customer of PaperPie books with immeasurable product knowledge and insight she translates into usable tools.

“Brittan has a pulse on what can take us to the next level and is willing to put forth the effort to make it happen. She works tirelessly, digging in alongside her peers and team members until the job is done,” shared Heather Cobb, Chief Sales and Marketing Officer.

No two days look the same with infinite projects, events, marketing campaigns and leadership strategies. “I cannot express how excited I am for the season ahead of us—the clarified mission, the cohesive and current branding and the energy, joy and passion it has brought to and rekindled in our Brand Partners,” Brittan said. “But I truly think the most fulfilling thing is to see a child’s world change because of a PaperPie product.”

Andrew Schmidt

Managing Director / North America

Andrew Schmidt’s leadership of a global discretionary incentives redesign was applied across 100 countries and impacted a million plus Amway business owners. He partnered with CEO Millind Pant strategizing a plan through 2029, which catalyzed growth in emerging markets. Then he spearheaded product sell-through visibility and performance trend enhancements, digital tool development and product price-point strategies to better meet customer and ABO needs.

“Andrew is an architect of lasting change—setting organizational pace at the front and leading at the grassroots,” Cynthia Droog, Vice President, Global Communications shared. “His energy is limitless and inspiring—he races against only himself in pursuit of improving the lives of others. We are proud to have a leader like Andrew at Amway.”

It’s the fundamental appeal of direct selling to the human spirit that inspires and excites Andrew to work closely with both corporate and the field. “The working partnership that we have is a source of excitement and fulfillment every day. We are working together to make the Amway business better in real time.”

Watching his mentor, John Parker, during his decade with Amway has taught Andrew what it means to genuinely listen to distributors, be humble and always approach contentious discussions as opportunities for collaboration. “His leadership is an example I aspire to emulate every day,” Andrew explained.

Blake Shaver

Director of Business Development

Blake Shaver’s ability to foster close working relationships with both Brand Ambassadors, as well as internal and external stakeholders, is pivotal in driving key, new business growth at Plexus Worldwide. His strategic role oversees the development and implementation of sales enablement tools, campaigns, acquisition and loyalty programs, incentives and promotions.

“Blake is the total package­—a strategic and innovative leader with strong interpersonal skills and the ability to influence others at all levels and across roles. He sets the bar for work ethic and leadership accountability by being a role model for others at Plexus and in the field,” shared Joanna Gonos, Director of Internal Communications and PR.

Future focused and results oriented, Blake doesn’t settle for the status quo. Instead, he blazes the trail in an industry this former personal trainer admits caught him by surprise. He credits great people and perpetual learning for propelling his career and now enabling him to call the industry home.

Blake explained what he feels are the channel’s biggest challenges and opportunities. “Staying relevant without losing who we are. It’s important to keep up with technology and continually innovate our approach to the business model. The heartbeat of this channel is people and relationships. I believe it’s what makes us truly special.”

Amber Snow

Director of Diversity, Equity and Inclusion

For more than a decade, Amber Snow’s changemaker prowess has ensured Amway’s approach to employee engagement and culture is thoughtful, impactful and results driven. As one of few diversity, equity and inclusion leads in the industry, Amber blazes a path for other companies to follow with her strong communication and dynamic leadership skills.

From developing brilliant strategy that helps Amway engage meaningfully and impact lives positively to leader advocacy, training and development, hiring and talent processes, inclusion networks, education and awareness, community engagement and data-driven goals and accountability, Amber ensures the company creates a diverse culture.

“Each day is dedicated to integrating diversity and inclusion in every role she’s faced at Amway,” shared Cindy Droog, Vice President, Global Communications.

“We are creating a system designed to bring equity to all, especially those who’ve had systemic barriers to success in a corporate environment,” Amber shared. “Being able to embed diversity, equity and inclusion into our everyday business practices and create a corporate culture that represents all voices is what gets me up each morning.”

For Amber, the biggest industry challenge and opportunity is one and the same. “It’s that we are reliant on the most powerful, yet unpredictable, thing in the world: people!”

Sheila Tran

Digital Art Director

As digital art director for The Happy Co., Sheila Tran’s role brings together the best of artistic expression and strategic impact. “I can shape and elevate the visual identity of the company, playing a key role in capturing the attention and imagination of customers and driving sales through compelling digital experiences. Witnessing the tangible results of my work, such as increased sales, brand recognition and customer loyalty, can be incredibly rewarding,” Sheila explained.

Proactive doesn’t do Sheila justice—she’s constantly looking for ways to improve, whether through branding or user experiences. Sheila possesses all the qualities employers look for in the perfect employee, Clare Holbrook, The Happy Co.’s Chief Marketing Officer explained. “Her flair for graphic design is incredible. Her creativity shows up in everything she touches. Sheila is innovative and has a never-ending flow of ideas.”

Continuous growth, innovation and making a significant impact in the digital space—that’s what Sheila intends for her career. “Embracing emerging technologies, leading creative teams, collaborating strategically with cross-functional teams, enhancing user experiences and contributing to the industry as a thought leader. By pursing these objectives, I aim to make a lasting impact in the digital creative space, drive business success and continue to evolve as a dynamic and innovative professional.”

Kevin Trask

Chief Financial Officer

Kevin Trask came aboard Awakend as a start-up—cold, without previous relationships with its founders. It’s a testament to his proficiency and ability to cultivate trust that he was elevated to CFO in six months.

He’s passionate about establishing strategic growth metrics and KPIs, while maintaining operational and initiative funding liquidity. This strategic vision enabled more than $25 million in sales in the first six months.

“This can be a very delicate balance when overseeing the financial health of any company, but more precarious with a startup, where every penny is acutely analyzed, measured and planned,” said Justin Rose, Awakend President.

An actively licensed CPA, he audited small and large, private and public companies including direct selling companies, while in public accounting. His skills transferred easily and said rejoining the industry has created new opportunities to learn and develop.

From a “finance guy” perspective, without the common goal of generating brand loyalty among younger generations, Kevin said, “We will find our industry contracting in the coming years and decades.”

However, there’s immense industry opportunity in providing a successful landing place for people looking for a side hustle. “They start to see the returns on their money and time investments, then we can attract top leaders to come and grow with us,” Kevin explained.

Kara Trousdale

Chief Commercial Officer

Kara Trousdale comes to Beautycounter following a successful career at Amazon. This outside perspective gives Kara a modern, fresh approach. She prioritizes strong listening, collaboration and partnership building. And—in short order—she has modernized Beautycounter’s highly competitive compensation plan and has been a positive influence to all.

“While this is my first job in direct selling, many principles I learned at Amazon apply to Beautycounter. Two that have been most helpful include ‘Customer Obsession’ and ‘Working Backwards.’ At Amazon, you are trained to always listen to the customer and work backwards to create the products and tools that meet their needs. I have applied this at Beautycounter and encouraged my colleagues to do the same. Some of the strongest insights have come directly from listening to the team that knows our business the best—our Beauty Advocates.”

It’s an approach that is making a difference. Her colleagues shared that, “She embraces all that is so special about the direct sales channel and pairs this with strong ideas on how to innovate, making her a unique leader with a competitive edge. Kara is not someone who stops at simply executing with excellence, she lifts up and inspires others along the way and has the incredible ability to drive this positive influence to her team and ultimately inspire the entire industry.”

Javier Urdaneta

Chief of Staff

Javier Urdaneta’s tireless dedication, leadership and initiative helped him build an operations team from scratch when he was still in his twenties, and he’s since piloted MONAT through fast growth, industry-wide slowdowns, international expansion and a pandemic.

Long before he was aligning day-to-day MONAT activities, supervising systems and process enhancements saving millions, improving customer service and increasing revenue, Javier’s parents gave him an insider’s look at the industry. “I’ve been able to see and experience first-hand the dynamics of working in the field, working with people and witnessing how the industry transforms lives,” he said.

Ray Urdaneta, CEO, MONAT Global, believes Javier to be the face of direct selling’s future—a man highly effective at managing cross functional team relationships, constantly learning and gaining insight to optimize operations. “His team always works ‘with’ him and not ‘for’ him.”

“No day is ever the same. I’m involved in multiple areas, each with its own unique processes and challenges which keeps everything very dynamic! It also provides me with a 360-degree view of the business,” Javier said.

Adapting to realities of post-pandemic life poses challenges, but opportunities await as the industry adapts to Gen Z and leverages new AI technology. “When it comes to AI, companies need to engage now or be left behind,” Javier said.

Lu Urdaneta

Chief Culture Officer

Having grown up in the industry, Lu Urdaneta was a child at her first “rally” with her father. His hunger for life and determination to make things happen, even when they seem impossible, inspired her. “He is a man of his word, honest, passionate and family focused…He shows me every day with his lived example that records are set to be broken and that everything is possible when you believe.”

Lu began work in the industry at 16. Today, she is a guardian of MONAT’s all-important brand voice, leading the family-focused mission; recognizing and developing an all-embracing organizational culture of love, care, unity and gratitude; and reaching out in philanthropy and community engagement through MONAT Gratitude, whose donations top $7 million to fund over 100 community service initiatives to date.

“Lu has inspired a global grassroots movement of giving, making a positive impact on communities around the globe,” Ray Urdaneta, CEO, MONAT Global, said.

“It is my goal to ensure that our culture shines through in everything we do, everywhere we go and to keep a strict focus on these values throughout MONAT,” Lu shared. “It’s often overwhelming to see how kind, generous and determined the MONAT Market Partners are when it comes to supporting those in need.”

Tiffany Wojtkiewicz

President/Co-Founder

Tiffany Wojtkiewicz, co-founding VP of Sales and later Chief Revenue Officer, grew ONEHOPE Wine from 0 to over 250,000 cases, helping place them among the top 200 wineries by volume in the U.S. Today, she leads as President.

“A true channel believer, Tiffany’s goal is democratizing opportunity for diverse peoples and enabling them to break into the wine business. Under her direction, ONEHOPE built one of the wine industry’s most innovative and scalable platforms,” Jake Kloberdanz, Co-Founder, said.

After 15 years, she still comes to work every day excited about growing the brand, bringing purpose to all and working with her Co-Founders, who she names as her greatest mentors. “I cherish the built-in network that we have…always ready to listen, support and challenge each other as well.”

“I oftentimes refer to her superpower of aligning ONEHOPE’s executive team as ‘keeping the band together.’ She inspires our community to be better and more productive. Tiffany is an incredible leader,” Jake explained.

Tiffany’s leadership has not only helped the brand scale in size, but grow its impact. The company, which donates 10% back to a customer’s cause of choice, has proudly donated over $9 million supporting 40,000 nonprofits. “We are changing the world with every bottle sold,” noted Tiffany.

From the July/August 2023 issue of Direct Selling News magazine.

The post DSN 40 Under 40 first appeared on Direct Selling News.

In an industry where some companies try to regulate the actions of tens of thousands of independent distributors, addressing compliance issues can be like trying to hold water in your hands. From the distributor’s point of view, getting a call from the compliance department can seem like being pulled over by a police officer. Bridging the gap between the distributor field and the compliance department to build a synergistic relationship is no easy task.

Ambit Energy, which operates in a highly regulated energy industry in multiple U.S. states plus Canada and Japan, recently launched a Compliance Central hub in the consultant back office to help increase education and make updated policy and regulatory documents more readily available. “Never sacrifice integrity for growth” has been Ambit’s motto from day one, and it appears in large font at the top of the compliance section. “Staying on-brand and compliant with both legal requirements and Ambit Energy’s guidelines are critical to protecting your business, your fellow consultants and Ambit’s reputation and ability to do business. That’s why we created the new Compliance Central hub on PowerZone,” a company announcement said.

The back-office compliance hub features the latest brand guidelines, advertising guidelines, a monthly compliance bulletin and a marketing approval submission portal where consultants can submit any self-created print or digital marketing materials. Downloadable documents and media files include the DSA Code of Ethics, Code of Ethics Training, a link to the National Do Not Contact Registry, Ambit Energy Earnings Disclosure Statement, Customer Rights document, state-specific guidelines and a list of Ambit’s “integrity facts.” 

The post Ambit Energy Launches Compliance Central Hub first appeared on Direct Selling News.

“From the beginning of the crisis, Ambit has worked to support the communities where we live and work. When the pandemic began, we gave an initial $50,000 donation to Feeding America, but as the situation progressed and the need deepened, we felt like we could do even more,” said Scott Hudson, president of Ambit Energy. “We’re hopeful this additional donation will help to bring some peace and comfort to people who are struggling to bring food to the table this holiday season.”

“Since the pandemic began in March, Feeding America’s network of food banks have provided 4.2 billion meals to people facing hunger,” said Lauren Biedron, vice president of corporate partnerships at Feeding America. “Thanks to partners like Ambit Cares, food banks can continue to help ensure that people get the food they need during these difficult times.”

The post Ambit Energy Donates $180,000 to Feeding America first appeared on Direct Selling News.

Successful direct selling companies understand that tools don’t close sales. They are the key to a distributor’s exponential growth—magnifying the efforts they wouldn’t be able to do themselves.

Few industries welcome rookie salespeople with open arms like direct selling does.

We love to help people develop their potential as much as we love to help them build businesses, which makes us accessible and appealing to new salespeople regardless of their selling experience.

The upside of this appeal is that most new distributors are blank slates when they come to you, so they likely don’t have habits that won’t align with how you do business. However, first-time distributors don’t have much of a foundation to build from, either. You are their ground floor.

The tools you provide your sales force will be the gateway in which they will help customers experience your brand. And whether your tools are digital, physical—or a little of both—they must help give your new sales force the confidence and understanding to become successful ambassadors of your brand.

“A lack of shareable and relevant content can force an entrepreneur to spend their precious time creating their own tools. We want our tribe to focus their energy into income-producing activities, not graphic design.” —Melisa Thompson, founder and Chief Executive Officer, BELLAME

The Evolution Of Tools

Tools are much more than product or opportunity brochures, videos or posts on social media. Tools help create a platform that allows you to tell your story.

The world has obviously shifted a lot to digital. The DVDs that were once created by the thousands are now YouTube video links that are easily shared. Physical tools, however, still play an effective role from sampling to custom magazines. When combined with technology the effectiveness and reach of these tools expands exponentially. For example, combining a sampling program with an app that has built in messaging, delivery notifications and follow up is far more effective than just handing someone a product to try and leaving to their own devices.

For new companies just starting out take note, the absence of tools will create a vacuum that must be filled quickly or your distributors will create their own, which we all know is extremely dangerous in today’s regulatory environment. The FTC is going to hold you responsible for what your distributors say whether you’re there or not, just ask AdvoCare. For this purpose, tools should be created in conjunction with your field to ensure that they are not only compliant, but you are receiving their buy in to ensure they will use them.

Creating Compliant Social Sharing Assets

The advent of social media has allowed new distributors to leverage their relationships and share what they are passionate about. Companies need to have a prepared strategic approach that can empower their distributors to not just be on social media, but to be successful there.

“I’ve been in the industry for over 20 years,” says Melissa Thompson, founder and chief executive officer of Dublin, California-based BELLAME, a luxury beauty company. “I’ve learned that a lack of shareable and relevant content can force an entrepreneur to spend their precious time creating their own tools. We want our tribe to focus their energy into income-producing activities, not graphic design.”

“Tangible tools are still extremely valuable in providing a tactile experience with high perceived value. With so much digital noise, printed pieces stand out and can be more memorable.” —Shelley Rojas, VP of Creative & Marketing, SUCCESS Partners

Distributor-created materials also can contain unintended, inappropriate interpretations of your products and opportunity and leave you vulnerable to charges of noncompliance, false claims or worse. When you create great tools and content, you have more control over what salespeople say and how they say it. Plus, well-equipped distributors feel supported and more confident about what is likely their first sales job.

Effective direct selling tool systems contain a range of step-by-step information, activities, assets and training that provide structure, style and guidance for distributors through the selling process. Samples, strategic messages, and training are the primary tool categories your system should include.

Free Samples Work

If you can fit a bit of your product into a one-ounce pouch or a two-ounce tube, do it—because research shows that free samples might be the most powerful tool for customer acquisition.

“Seeing is definitely believing,” Thompson says. “We know that the most effective way to share our products is to get them in the hands of prospective customers.”

An often-cited study by Arbitron (now owned by Nielsen) found that 35 percent of customers who try a sample will buy the sampled product in the same shopping trip, and 58 percent of samplers will plan to buy that product again. In 2014, customer experience solutions firm SDL published a study in which 55 percent of millennials surveyed said they have interacted with a brand on social media in exchange for free product.

“When issues do arise, 99 percent of them come from a lack of information or training on how to properly do the business.” —Eric Johnstone, vice president of marketing and field services, Ambit Energy

Experts attribute these conversion and engagement rates largely to the psychological effect samples have on people.

Dan Ariely, a behavioral economist at Duke University, told the The Atlantic recently that a feeling of indebtedness turns many tryers into buyers. “Reciprocity is a very, very strong instinct,” he says. “If somebody does something for you, you really feel a rather surprisingly strong obligation to do something back for them.”

In direct sales, samples may have even more power than they do in traditional retail because of the highly personalized experiences our customers have. But his doesn’t imply that direct sellers aren’t using technology to strengthen their sampling strategies. The reality is quite the contrary. The execution has been sped up significantly by technology, and the reach has been expanded by companies implementing a robust technology approach via apps and their digital tracking abilities. These apps not only provide a simple, friction-less sampling program for distributors to deploy, but they give companies a peek into the activity side of their business such as how much activity will net a sale.

Tangible Tools Help Tell Your Story

Targeted physical pieces can reinforce a fast-moving digital pace by not only providing tangible value, but are also very effective in telling your company’s story.

BELLAME prospects get a four-piece tandem strip of the company’s ACQUA LUMIERE skin care regime along with a brand brochure that dives into the company’s clinical-grade ingredients, results and patented technology. And when it comes to sharing the business building opportunity, the distributor becomes the sample, Thompson says. “Our tribe is at the heart of our brand. They are the features of everything we do. … They are a personal walking advertisement for the culture of our tribe, and that is a beautiful thing.”

Companies like Dallas-based Ambit Energy don’t have tangible products to share, so the message and the Consultant do all of the heavy lifting, says Eric Johnstone, vice president of marketing and field services. “One of the best ways we help our Consultants tell our story is through our Success from Home magazine,” he says. “The magazine is full of stories of people from all different backgrounds who have found success with Ambit. Whenever a Consultant approaches a prospect, chances are high that there is a story in the magazine that will resonate with the prospect.”

SUCCESS Partners Vice President of Creative & Marketing Shelley Rojas encourages all companies to consider how traditional print pieces can enhance a modern brand. “Tangible tools are still extremely valuable in providing a tactile experience with high perceived value,” she says. “With so much digital noise and distraction, the right printed pieces stand out and can be more memorable.”

Rojas and other experts say you should choose the medium that makes the most sense for the type of message you want to deliver. Mobile apps and websites are best for information that changes constantly, while print is great for evergreen content, like company history and stories about customers and distributors who are excited about how your products and opportunity have affected their lives.

A Well-Developed Tool System Lowers Turnover

How developed is your sales training tool system? From onboarding new recruits to keeping seasoned salespeople engaged and aware of industry and sales best practices, ongoing relevant sales training is critical to retaining distributors.

A recent study by the Sales Readiness Group indicated that companies whose sales training programs exceed representatives’ expectations have the lowest annual sales rep turnover, at 11.9 percent, compared with companies whose programs fall short of expectations. Reps at high-performing sales training organizations also achieve their quotas at a higher rate than salespeople at companies with less robust training, the study showed.

Aside from teaching distributors how to use the other tools effectively, sales training in the direct selling industry is fundamental for ensuring that companies maintain brand standards and comply with regulatory requirements.

“We like to think of our compliance department as more of a training department,” Johnstone says. “It’s here to teach our Consultants how to do things the right way. When issues do arise, 99 percent of them come from a lack of information or training on how to properly do the business.”

Also, field leaders are natural mentors for new recruits. According to the Sales Management Association, salespeople and their managers believe that peer coaching is the most effective way for salespeople to learn new skills and best practices.

Tools Help Create A Path

Creating a path to success that’s easy for distributors to navigate is the best thing you can do to grow your business. Strong direct selling companies understand that tools create a reason to have more conversations with a prospect. They also shouldn’t require a distributor to be the product or service expert, only the messenger. Over time, of course, your distributors will become more knowledgeable about what they’re offering but the more you steer and support their conversations, the more powerful that dialogue will be.

WHAT IS A ‘TOOLS CULTURE’?

“Tools Culture” is a term best defined by a companywide, consistent practice of creating sales opportunities, recruiting activity, training and motivation through clear, simplified and branded communication tools.

Of course, being everything to everyone doesn’t mean throwing everything at your sales force and hoping that something sticks. Direct sellers know that distributors and their customers already are wading through a sea of information that grows deeper by the day. The pieces of the puzzle have to fit together. Getting the most out of the available tools requires more than simply encouraging the sales force to use them. Each of those tools has to play a specific role in the bigger picture.

Simplicity is key; keeping your volume of tools to a minimum can help prevent confusion among your distributors. That’s a mission that companies like Neora, for example, have taken to heart. “Put yourself in the position of brand-new consultants,” says a Neora executive. “They already have jobs and families. It’s so easy to assume the business is second-nature to your consultants like it is to you. They’ll quit if the tools aren’t high-quality, streamlined and easy to follow.”

4 Questions to Ask Yourself

If you were a new or ongoing distributor or a customer, would your company’s current tools make you feel comfortable and enthusiastic enough that you could answer “Yes!” to these four questions?

1. Can I do this? (“This” means share the product, service or opportunity.)
2. Would I share this with my friends and family? (“This” means use these tools to share the product, service or opportunity with people I love.)
3. Would I want someone to approach me with this? (“This” means use these tools in a conversation with me about the product, service or opportunity.)
4. Is this worth it?

The post Tool School first appeared on Direct Selling News.

“Ambit is a very attractive standalone retail company and a great match for Vistra’s retail business, given its leading direct selling capability and its proprietary technology platform.  Importantly, Ambit’s retail load is nearly two-thirds in the ERCOT market, followed by PJM and the northeast, and this load is 90 percent comprised of residential and small business customers,” said Curt Morgan, Vistra’s president and chief executive officer.  “This acquisition offers significant benefits including consequential synergies and a material enhancement of Vistra’s generation to retail load match, with total customers reaching nearly 5 million, and our expected returns from the transaction representing a superior use of capital.  Given the attractive EBITDA to free cash flow conversion profile of the business, we expect the transaction to have a minimal impact on Vistra’s credit metrics and our capital allocation plan moving forward.”

Dallas-based Ambit serves approximately 1.1 million residential customer equivalents in 17 states. Vistra stated in the press release that the North Texas overlap of administrative functions will uniquely position Vistra to capture synergies and enable the teams to quickly integrate operations. Vistra expects the Ambit business will contribute approximately $125 million to adjusted EBITDA after the full run-rate of approximately $25 million of anticipated annual synergies is achieved.

The post Vistra Energy Announces Agreement to Acquire Ambit Energy first appeared on Direct Selling News.

The goal of the DSN Digital 100 is to see who within the direct sales industry is executing a sound social media strategy in furthering their brand goals by showcasing the Top 25 companies in four areas:

• Social Media Size – the combination of Facebook likes, Twitter followers, Instagram followers and YouTube subscribers.
• Social Media Engagement – the average engagement rate that leads to increased reach, awareness and influence.
• 30-Day Unique Visitors – the number of individual people coming to a site within a 30-day period.
• 30-Day Pageviews – the “stickiness” of a site’s user experience.

Traditionally, the direct sales channel has been much slower than other industries in adopting digital marketing since the word-of-mouth marketing model is the basis of the sales funnel. However, with social media and mobile access to the internet now one of the most ubiquitous facets of modern society, direct selling companies need a sound digital strategy to complement their traditional tactics.

DSN performed analysis for the initial list over a 30-day period between April 1 and May 1, 2019, using various monitoring services to track key metrics of 51 direct sales brands online. To create the ranking system, DSN used a mix of native site reporting, as well as third-party tools Sprout Social, Phlanx and SocialRank. For site insights, Alexa.com was used to estimate traffic and pageviews.

The DSN Digital 100 will be published monthly, both in print and online. To submit your company for consideration, contact editor@directsellingnews.com.

To download DSN Digital 100 click here.

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In addition, the Direct Selling Education Foundation(DSEF) announced three new inductees to its prestigious Circle of Honor.

DSA Awards

DSA Awards recognize the outstanding programs DSA member companies have implemented. The 2019 DSA Awards category winners are:

• Excellence in Business Training: Amway
• Innovation in Back Office/Sales Support Technology:Scentsy, Inc.
• Innovation in Mobile Technology: Isagenix International
• Marketing/Sales Campaigns: Noonday Collection
• Product Innovation: Mary Kay Inc.
• Vision for Tomorrow: Damsel in Defense
• Partnership: Buy The Sea

DSA Highest Performing Companies

DSA also announced the 2019 highest performing member companies, recognizing those with the top net sales in the United States for 2018:

AdvoCare

Ambit Energy

Amway

Arbonne

Herbalife Nutrition

Isagenix International

Mary Kay

Medifast – OPTAVIA

Melaleuca

New Avon

Nu Skin

Pampered Chef

Scentsy

SeneGence

Stream

Team Beachbody

The Juice Plus+ Company

Thirty-One Gifts

Young Living

Younique

“Direct selling is a proven, go-to-market strategy that continues to have a significant impact on the way both entrepreneurs and corporations do business,” said Joseph N. Mariano, president of U.S. Direct Selling Association (DSA). “We applaud these companies for the products they offer consumers, the entrepreneurial opportunities they offer millions of Americans, and their dedication to ensuring the highest levels of consumer protection.”

DSEF Circle of Honor Winners

The Direct Selling Education Foundation (DSEF) also announced the recipients of its highest honors during the DSA gala. The DSEF Circle of Honor recognizes industry leaders, academics and consumer advocates who made extraordinary contributions to the Direct Selling Education Foundation through personal efforts.

The 2019 inductees into the DSEF Circle of Honor were Dr. Victoria Crittenden, Professor of Marketing and Babson Research Scholar at Babson College; Dr. Linda Ferrell, Marketing Department Chair, and Professor of Marketing at Auburn University; and Dr. Greg W. Marshall, The Charles Harwood Professor of Marketing & Strategy at Rollins College. The three professors were integral in helping exceed the Foundations’ three-year goals, reaching 70,000 college students and building the DSEF Academic Fellows to more than 200 members.

“Since 2016, each of our newest DSEF Circle of Honor inductees has brought their very unique strengths, knowledge, and networks to DSEF to advance the foundation’s efforts to engage and educate the academic community on the ways direct selling empowers individuals, supports communities and strengthens economies worldwide,” said Gary Huggins, executive director of DSEF. “Their tireless efforts have produced published research related to direct selling, inclusion of direct selling in influential textbooks and academic symposia. This group has also been instrumental in launching a new Doctoral Sales Student Grant Program and shaping the vision for the Foundation.”

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Voice-activated virtual assistants aren’t just for playing your favorite music or reminding you to pick up bananas at the grocery store. They also can help home business owners run their business. Amazon’s Echo devices are still king of the virtual assistant category. According to a 2018 Forbes article, more than 50 million households had installed an Amazon Echo or Google Home device, with Amazon owning a little less than 70 percent of the total market. Apple’s HomePod also had a small but growing share. Alexa, Amazon’s virtual assistant software, utilizes “skills” which essentially are apps and tools that help users organize their day, listen to customized news reports, set reminders, and a whole lot more. Alexa is quickly becoming a powerful business tool, and Amazon.com even created an Alexa for Business section to educate people on how devices can be used in office or home business settings.

From Home Now To Business

“Just like Alexa is making smart home experiences easier, the same is possible in the workplace with voice controls,” said Collin Davis, Amazon’s General Manager for Alexa for Business. “Our vision is to enable a world where Alexa is always available as you move throughout your day in order to be more productive.” This is a great opportunity for direct sales companies to provide a customized tool for customers and distributors. As companies continue to try to stay on top of changing technology, these devices also help increase interaction and brand awareness. They potentially can help customers place or adjust orders, and help distributors stay on top of their business.

‘The Spark’ Alexa Skill From Ambit

Ambit Energy, which serves more than 1 million customers, launched an Alexa skill for customers (The Spark) and another for its field of independent consultants (PowerZone) last fall. Customers and consultants link their online Ambit Energy accounts with the skill on their Alexa device (Echo or Echo Dot). Customers then simply use the voice command, “Alexa, ask The Spark…” followed by a specific topic. Customers, for example, can ask how to move their service to another location, their current electricity usage, billing options, their current energy plan, and even get information on the Ambit Cares charity. Customers can even use the skill to call customer support. Consultants simply say “Alexa, ask PowerZone…” to enable the skill. Alexa can update consultants on their current customer count, the requirements they need to promote to the next level, and more about their business. Ambit says that more updates and customizations are in the works for the Alexa skills.

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Events will always be a driving force for growth and belief building. While the benefits of training motivation and culture are at the core of events, they generate some impressive, tangible growth numbers. Some companies are augmenting live events with some of the latest technology and social media platforms to create a unique and inclusive experience.

Events are Crucial to Enrolling

According to LifeVantage CEO Darren Jensen in his recent article titled, The Social Proof Principle: Does Attending Events Matter?, “Event attendees are 2,241 percent more likely to enroll somebody than their non-event-attending counterparts.” He also states that those who attended at least one major event per year earn an average of 119 percent more.

“Seasoned industry veterans understand the power behind events,” Jensen says. “We keep on coming back because we derive value from them. We continue to invest personal money to attend them because, either we enjoy the experience, or it helps our businesses in some tangible way. Events remind distributors that they are necessary while helping them feel connected to a larger purpose.”

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Technology Changing Event Landscape

ACN will enter its 26th year in business in 2019, and still hosts four major corporate events throughout the year. The largest event is in February, and each one builds to the next. Different locations are selected for each and announced during or right after the current event. The company recently held a live event with some of its top leaders that was also broadcast via YouTube Live for any of its Independent Business Owners to view, creating an atmosphere where everyone felt as if they were in the same room. “All of our leaders truly believe that our events are non-negotiable,” says Katie Mapel, ACN Director of Marketing Communications.

Ambit Energy holds two major corporate events per year for its Independent Consultants. Ambition, historically held Labor Day weekend in Dallas, is the company’s major annual convention. The first event each year, called Simulcast, acts as a one-day yearly kickoff held in January. For 2019, there are two live locations (Texas and Connecticut). It’s a mix of training, motivation, plus a time for announcements and goals for the year. For the first time, an after-party will be held near the live locations to help bolster excitement, culture and networking.

The event is also simulcast (hence the name) online for consultants who cannot attend a live location. Groups of consultants around the country hold watch parties, which Ambit corporate staff members have been known to “crash” with prizes. Attendees, whether live or online, are eligible for special bonus promotions following Simulcast.

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When are they going to realize I’m a fraud? is a secret and lurking question that haunts even the most successful. For some people, the private doubting sounds more like, What if I’m not the right person for this job? or What if I don’t have what it takes and fail?

The doubts echo differently, but the effect is so common that psychologists have given it the name “impostor syndrome.” This phenomenon establishes a psychological pattern of doubting one’s accomplishments while elevating the abilities of others and results in an internalized fear that eventually everyone will see you for who you really are: a fraud.

This belief that luck—not accomplishments, talent or qualifications—is the reason for a person’s success was first diagnosed as a syndrome in 1978 by psychologists Pauline Rose Clance, Ph.D., and Suzanne Imes, Ph.D. Since then, researchers have discovered more about the phenomenon, learning that it strikes both men and women and doesn’t discriminate between job titles. It creeps into both the new intern’s cubicle and the corner offices of the C-suite alike.

It’s natural to assume that these persistent feelings of unworthiness might plague the worker just getting started, or to even chalk them up to nerves or inexperience. But why would executives who had worked their way up the ladder of success with experience and proven results—men and women who were chosen and hired for their ability to lead and inspire others—feel inadequate, unqualified or unworthy of their high-ranking job title?

The C-Suite Isn’t a Superpower

The answer begins with the mental image most of us subconsciously carry of what a chief executive should be: a tall and charismatic, visionary leader with Ivy League credentials who possesses laser-focused precision while making rapid-fire decisions. Add to all those exclusive characteristics the gender and racial bias elephants in the room, and the result is a typecast CEO in a role that very few people could play. This is the abrasive, well-dressed hero seen in improbable movie plotlines who saves the company at the last minute against all odds—a fantasy, but not reality.

Expectations like these are enough to make the average leader—even one with a portfolio full of awards, gleaming profit margins, and recommendation letters—question their abilities.

“Experience is cumulative. We all make bad decisions. Leaders get back up, dust themselves off, and quickly move on. Your organization depends on it.”
— Jere Thompson, Jr., Ambit Energy Co-Founder and CEO

The fears that resonate among those who sit at the head of the table aren’t much different from the fears that haunt the people who report to them. Underachieving, appearing foolish or too vulnerable, and being politically attacked by their coworkers ranked high in a 2014 Harvard Business Review study. The aftershocks of these fears, however, had a compounded impact because of their rank and were shown to create a ripple effect across the organization. As CEOs would become overcautious or take bad risks to compensate for their concerns, the way they acted out through their personal anxieties created an example of bad behavior that undermined the tiers of leadership below them as they followed suit.

But the ultimate fear of CEOs in this study is one that supplies an ideal catalyst for developing and nurturing an unhealthy struggle with the impostor syndrome: the fear of being incompetent.

Aren’t these Fears Natural?

Before standing at the helm of the multibillion-dollar Ambit Energy empire as Co-Founder and Chief Executive Officer, Jere Thompson, Jr. remembers being plagued with nagging doubts about his own abilities. “When I started my first company and was told that the initial critical financial commitment had been approved, I was absolutely terrified,” Thompson says. “I couldn’t sleep that first night, and I was wide awake in a cold sweat, afraid that I might fail. I had never run a company, much less started one from scratch.”

And he’s not alone. Struggling with insecurity on the inside, even while appearing confident on the outside, is a common battle for individuals who hold the highest authority in their organizations. “Absolutely, I have struggled with this, and a lot of my friends involved in the industry have shared that they have too at some point in their career,” says Team National President and CEO Angela Loehr Chrysler. “I think it’s a normal aspect of caring about those you lead. As leaders, our decisions can affect thousands of individuals that trust and believe in our company, our mission and our product.”

However, as the study discovered, it isn’t the fear itself that renders a leader ineffective. In fact, according to an article published in the International Journal of Behavioral Science, 70 percent of people experience impostor feelings at some point. Most executives even view fear as a natural part of leading or taking a business to the next level.

“The more I learn, listen, read, study and work on my own leadership, the more confident I become and the more wisdom I have to tap into as needed.”
— Angela Loehr Chrysler, Team National President and CEO

Fear may have haunted them at times, but as successful CEOs in the industry, Thompson and Loehr Chrysler have proven that the fears did not overcome them, nor have they negatively impacted their companies, as would be the case for someone with true impostor syndrome. So how did they come face-to-face with their fears and emerge victorious? What actions did they take to resiliently push back against their insecurities in order to build and lead profitable and thriving organizations? While it would be wise to consider the traits they possess and the habits they practice, the behaviors and characteristics they avoid are just as important to note.

Symptoms that Lead to Ineffective Leadership

Among those with heightened feelings of fraudulence, impostor syndrome expert Valerie Young found a pattern of predictable beliefs and behaviors that prevented them from effective leadership. Impostors expected perfection, setting almost unreasonable expectations and then drowning in failure, dwarfed by their own seeming incompetence. They were hesitant to make decisions, requiring every single data point before a decision could be made for fear they would be presumed stupid if the incorrect choice was made. They urgently needed to complete tasks on their own merits, without asking for help and frequently pushed themselves harder than their peers in an ironic effort to prove they were not impostors.

When asked what sets great executives like himself apart, CEO Jere Thompson responded with “Leaders must lead,” Thompson says. “They must make prompt decisions, set and execute priorities, attract and retain great people, delegate, and establish and live the values of the organization. You aren’t going to be right all of the time.”

The Successful CEO: It’s Not Who You Think

The glossy magazine cover CEO feeds the impostor syndrome mentality, but it is, of course, not necessarily reality. The Harvard Business Review addressed these misconceptions in their ten-year study of what specific attributes set apart the successful CEO (defined as one who exceeds the expectations of their board members and majority investors) in a project named the CEO Genome Project. What they found dismantled the common trope many executives struggling with impostor syndrome have internalized.

“A willingness to act on ideas and decisions are the greatest assets effective executives bring to the table.”

Although board members tended to initially gravitate toward the extroverted leader, the CEO Genome Project discovered that successful CEOs were often introverted. Charisma may get candidates shortlisted for a big promotion or new hire, the study showed, but it alone couldn’t determine longevity. And an elite education? The study found that only 7 percent of successful CEOs held an Ivy League pedigree and, in fact, 8 percent held no college degree at all. Virtually all CEOs in the study had made mistakes in the past, with almost half of them saying their mistake was so grave it cost them a previous job or created a financial hit for the company.

Successful leaders aren’t perfect it turns out. They don’t necessarily possess a magnetic personality or stand out as the most educated person in the room. And yet there’s something different about the CEOs in this study, and the CEOs we interviewed, that sets them apart from their peers. So what’s the key to unlocking their propensity for success?

High-Performance Actions & Habits

There is no one magic solution to transform someone into a high-performing CEO who is beloved by board members and shareholders alike. There are, however, crucial habits and actions that successful CEOs commonly exhibit that stave off the feelings of fraudulence and develop organizations that will confidently follow and collaborate alongside their leader.

In business as in relationships, trust is essential. That’s why three-quarters of the CEOs classified as successful in the CEO Genome Project’s study rated high on organization and planning. By creating a rhythm of meetings, accountability structures and methods for measuring performance, these CEOs were compulsively consistent in following through on their commitments. When it comes to leadership, delivering on time—every time—really does matter.

“I am boringly consistent,” Thompson says. “I have always been pretty good at making lists, prioritizing, focusing and then completing tasks. I have tried to be the same person in good times and in bad and no matter who I am with.”

Successful CEOs delegate and work well with others, but they also know how to keep momentum even when important voices are dissenting. Conflict management was a skill excelled in by two-thirds of the project’s successful CEOs. These CEOs listen to the echoes of voices from a variety of viewpoints without allowing them to slow down the process by waiting for consensus.

It’s no secret that the very best executives surround themselves with talented people in the areas in which they are not strong. When choices are on the table, the CEO Genome Project found that successful CEOs move quickly, even before all the data is presented. The problem with delving into the complexity of each decision, even when it results in making the right choice, is that it creates gridlock, frustrating hired talent or creating a slow-moving template that can cause the company to idle and eventually even stall. A wrong decision, the study found, was better than no decision at all.

“The moment arrogance sets in, or the I-can-do-no-wrong overconfidence clouds good judgment, then bad decisions and complacency will follow.”
— Jere Thompson, Jr.

A willingness to act on ideas and decisions are the assets effective executives bring to the table. And when a decision turns into a disappointment, or a market fluctuation sends plans spiraling, the high-performing CEO readily adapts. For these moments, there is no instruction manual, but the study found that the adaptable CEO was a successful CEO, and one who statistically spent more of their time—as much as half—focused on the future. They are not content to stay within their niche but instead research a wide swath of data and resources, even information unrelated to their industry, to check the pulse of the market and intuitively detect changes before they arrive.

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“I think great leaders are caring, compassionate, transparent, humble, servant-minded and always learning,” Loehr Chrysler says. “They take advantage of time management skills and learn to listen to their inner voice and gut instinct while staying true to who they are and who their company is as well. The more I learn, listen, read, study and work on my own leadership, the more confident I become and the more wisdom I have to tap into as needed.”

A Little Fear Can Be Good

It’s true that a lot is riding on even the smallest decision a senior-level executive makes because more is at stake. But if the frustration or stress of that responsibility turns into emotional outbursts and negative body language, it can be a detriment to the entire organization. A study by the National Institutes of Health found that the moods of leaders directly impacted how well individual team members could execute strategy and collaborate. Even an offhand comment or sarcastic scoff could send a department reeling if misinterpreted, which explains why more than three-quarters of the high-performing CEOs in the CEO Genome Project scored high in being able to regulate their emotions. When you have the most power, you also typically have the most influence. That means that not only will employees and contractors follow their leader’s stride and style; they’ll also be looking for clues as to what to expect next. And when the buck stops with you, there’s no safety net on the other side.

The expectations, both real and imagined, that come with the promotion to the highest rung on the ladder of success can be daunting. But a little fear, it turns out, can sometimes be an excellent motivator. “Every C-suite level leader should be a little paranoid,” Thompson says. “The moment arrogance sets in, or the I-can-do-no-wrong overconfidence clouds good judgment, then bad decisions and complacency will follow. Both traits are company killers.”

When the fears feel tangible, as they did at one time for Thompson and Loehr Chrysler, a consistent commitment to decisiveness, creating momentum without waiting for consensus, adapting to meet the future, and steadily providing results can provide a course correction. And when the doubts seek to settle in, or a setback feels like a failure, it’s important to remember that a nameplate on the door of the C-suite does not a superhero make.

“Experience is cumulative,” Thompson says. “We all make bad decisions. Leaders get back up, dust themselves off, and quickly move on. Your organization depends on it.”

4 Things Successful CEO’s Do

The Harvard Business Review’s CEO Genome Project discovered that the successful CEO was almost obsessively consistent in at least one or more of the following four behaviors.

Successful CEO’s: decide with speed and conviction.
When this decisive behavior was present—even when all of the facts weren’t available, or the executive was in unfamiliar territory—the CEO was 12 times more likely to be high-performing.

Successful CEO’s: engage for impact.
Bringing stakeholders along without allowing them to sway the end result is almost an art form. These executives know how to recognize the motivations and dissents of key team members and cast vision that allows others to get on board without losing face. Though these CEO’s allow everyone’s input to be heard, they don’t allow others’ fears to change the course they have set.

Successful CEO’s: adapt proactively.
CEO’s spend most of their time preparing and thinking about the abstract—future results, teams that have yet to be created, problems that are lurking just around the corner—in order to sense changes on the horizon. They also see setbacks not as failures, but as opportunities for improvement.

Successful CEO’s: deliver reliably.
Predictability is safer. That’s why board members were more likely to pick the steadier, even lower producing candidate over the star executive with massive results if history didn’t illustrate those results over time.

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