On DSN’s 20th anniversary, we asked industry leaders and legends to share how past evolutions and current opportunities are shaping the future of the industry.

In 2004, Stuart Johnson, now CEO of Direct Selling Partners, Direct Selling News (DSN) and NOW Tech, held a clear vision: to create a monthly publication that offered timely and useful information to direct selling executives. Today, that vision has expanded beyond a print publication to include podcasts, workshops, executive forums and informative in-person events featuring the biggest names in the industry. The format and appearance of the magazine has changed throughout the years, but the original foundation of Johnson’s vision remains unchanged.

As we celebrate 20 years of innovations and insights, we take a look back on a few of DSN’s most important milestones. But even before DSN’s debut in 2004, Founder and CEO Stuart Johnson had an illustrious career influencing the channel. He founded VideoDirect in 1987, which ultimately became VideoPlus and then SUCCESS Partners. He launched SUCCESS Partners University, an education conference for direct selling corporate executives in 2002.

DSN, now in its twentieth year of publication, continues to be the go-to resource for well-researched global industry news, expert insights and interviews with the founders and executive leaders behind the channel’s legacy companies and rising stars.

Deborah K. Heisz, now Neora Co-CEO, and John Fleming, a DSN Legend and former Avon executive, were two of the original staff members tasked with assembling the publication’s flagship print issues.

“At the time, there was no real periodical resource for legitimate news and information for people who were leading and operating direct selling companies,” Heisz said. “People were hungry for a trade journal they could rely on, and we received feedback from dozens—if not hundreds—of executives and owners across the industry letting us know we had truly filled a need.”

From a simple eight-page newsletter to the robust, global magazine it is today, DSN remains committed to supporting, informing, connecting and challenging direct selling executives across the US and around the world.

“I planned to stay for two to three years, but I remained Publisher and Editor in Chief for nine,” Fleming said. “We started by building something relevant and, in many ways, it has become far more relevant than we ever envisioned.”

Twenty Years of Industry-Changing Trends

The past two decades have been host to some of the most dramatic shifts in the channel, including the proliferation of the internet; the broad adoption of mobile devices; and pandemic-induced social distancing that forever changed the way shoppers buy products and interact with brands. With each paradigm shift, the direct selling industry learned to evolve and adapt.

We asked these executives: In the last 20 years, what changes have had the greatest impact on the industry?

“The vast majority of companies started in the industry by sharing products at home parties. Now, we’re sharing the opportunity virtually and across the globe without concern for physical barriers. Digital platforms forced all of us to adjust, while opening up a world of opportunity.”—Mark Pentecost / It Works! Founder and Chairman

“The operating landscape has permanently changed. Millennials want their own gig, but the average direct-to-consumer venture lacks the ability to scale up the way a direct selling company can with sales organizations.”—Rick Goings / DSN Legend, Chairman Emeritus and former CEO of Tupperware Brands

“Twenty years ago, signups and applications required a stack of paper. Today, it’s all done digitally. Technology has enabled much more efficient point-of-sale transactions and created the ability to connect and communicate with more people.”—John Addison / Addison Leadership Group; Board Member for Primerica, LegalShield; Senior Advisor to Utility Warehouse

“The digital revolution of the early 2000s felt, at the time, like a once-in-a-lifetime revolution, but it proved to be just the beginning of an avalanche of technology and business models that would profoundly change the world around us. Through all of these changes–the rise of social media, gig platforms and AI, and the challenges of the pandemic—we have demonstrated that, as a channel, we can adapt and evolve quickly.—John Parker / Amway Chief Sales Officer

“Technology has been the biggest gamechanger for us. I believe you have to have a robust strategy in both automation and face-to-face interactions for success in today’s marketplace. It is a delicate balance. Simplicity and speed can be the difference between success and failure.”—Kevin Guest / USANA Executive Chairman

The Next 20 Years

Lessons from the past 20 years have illustrated that change is not only inevitable; it is a critical part of healthy evolution. It was by welcoming social media, ecommerce and a digital-first footprint that the industry was prepared to not only survive but thrive during the pandemic. And as industry leaders look to the horizon, it will be that same bold approach and nimble, open mindset that will prepare the next generation of direct sellers for success.

We asked these executives: What actions should leaders be taking now to prepare for the future?

“We need to remember what got us here. We have always been an industry that focuses on building people, and then those people go on to build our business. We can ensure our future success by remembering that the most valuable asset any direct selling company has is our loyal, hardworking distributor field!—Rudy Revak / DSN Legend, Founder of Symmetry and Xyngular

“As technology continues to create opportunities and disruptions, I believe the future of direct selling will have to be centered around community and the social dynamic in our businesses. Great products, compelling income opportunities, competitive customer and representative experiences will continue to be basic requirements, but the community and social experiences we offer can be real differentiators.—John Parker / Amway Chief Sales Officer

“We empower women and others to work a meaningful business in pockets of their day. That’s the best part of direct selling. That’s how we win. We must continue to create and emphasize this opportunity—the side hustle is always in style.—Sarah Shadonix / Scout & Cellar Founder and CEO

“Leaders in the channel should plan for growth. Those who stay current by investing in the technologies of today and tomorrow—including new ways to purchase, improve speed to customer and product value—will thrive.—Joni Rogers-Kante / SeneGence Founder and CEO

“Direct selling will continue to thrive where the exchange of value is ongoing and supportive—like in following a nutrition or fitness plan—because of the importance of accountability to achieve success, but we need to acknowledge that affiliate marketing will replace network marketing where the relationship is purely transactional.—Carl Daikeler / BODi CEO

“Personalization and integration of AI in customer service are trends that we find exciting and that we are integrating into our strategy. Direct selling is also very unique; we never work solely online or offline. The future is hybrid, and we are relying on hybrid solutions in our strategy and development to be active pioneers in our industry.—Rolf Sorg / PM-International Founder and CEO

Creating a Lasting Impact

DSN has always strived to stay on the cutting edge of direct selling trends, news and thought leadership through its educational initiatives and events. We asked these executives: How has DSN’s coverage and perspective impacted your businesses over the past two decades?

“DSN has challenged the way I think about our business and the future of our channel. It helps me sift through the hype and understand the real innovations and opportunities that will shape our future. I am so grateful for the connections and insights that DSN has brought to me and our industry.”—John Parker / Amway Chief Sales Officer

“What DSN provides is something critical for the industry: a collegial way to share best practices with one another. One of the great things about the direct selling industry is people’s willingness to share both their successes and failures. DSN gives executives a way to learn and grow their businesses.—John Addison / Addison Leadership Group CEO; Board Member for Primerica, LegalShield; Senior Advisor to Utility Warehouse

“DSN is a powerful source of knowledge, allowing companies to learn from each other and grow. DSN has always offered great insights and innovative ideas. When there can be criticism of our industry, it’s important to have a platform like DSN to speak of the positive impact we’re having around the world.—Mark Pentecost / It Works! Founder and Chairman

“DSN is an important forum for keeping abreast to fast changing forces and how others are approaching and adapting to remain vital and resilient.—Rick Goings / DSN Legend, Chairman Emeritus and former CEO of Tupperware Brands

“The DSN articles and DSU events have been an amazing asset to the corporate leaders of this channel. They both create opportunities to gain valuable information, ideas and strategies, and they give guidance during changing and challenging times.—Rudy Revak / DSN Legend, Founder of Symmetry and Xyngular

“DSN continues to be an important voice and resource for steering the direction of this method of sales and marketing. It’s easy for institutions and regulators to lose sight of the individuals who legitimately use direct selling as their livelihood. DSN helps us all remember who is most important in this industry, and it’s not the company—it’s the distributors and customers.—Carl Daikeler / BODi CEO

“When DSN started, I remember thinking: ‘Finally! One place to get timely, reliable and insightful information on other direct sellers.’ Before DSN, people had to constantly scan multiple sources. It was very easy to miss company announcements and releases because so many direct sellers were private or just starting out.—David Holl / Mary Kay Chairman and former CEO

“DSN is my ‘go-to manual’ when I have questions; seek insight; look for surveys; or simply look for inspiration when I need it. I never throw away a publication, as I know I’ll need to refer to it one way or another. It helps me stay informed and current with what is going on in our channel.”—Joni Rogers-Kante / SeneGence Founder and CEO

“The community gains so much strength when we all work together, and DSN makes that happen. They are invaluable to the ongoing growth and professionalism of this industry, and I am so grateful for their work.”—Michele Gay / LimeLife by Alcone
Co-Founder & Chairwoman

“The coverage of the direct selling landscape in DSN is like no other, providing a clear and nuanced view into an industry that thrives on personal connections and innovative strategies. The articles are a testament to the precise research and commitment to detail that the team embodies, making Direct Selling News an invaluable resource for anyone involved in or interested in the dynamic world of direct sales. It’s journalism that not only informs but enriches and compliments the conversation around this unique sector of commerce.—Rolf Sorg / PM-International Founder & CEO

Building a Legacy Meant to Last

Reflecting on the past 20 years, the DSN team continues to build and plan for an even brighter future with more events, global coverage, expanding platforms and an unflinching grasp of Johnson’s original vision. The next 20 years will expand on that relevancy and commitment, providing more insights, developing broader resources and presenting more opportunities to support the executives working diligently to strengthen and scale the one-of-a-kind entrepreneurial possibilities found within the direct selling channel. 

From the January/February 2024 issue of Direct Selling News magazine.

The post Cheers to 20! first appeared on Direct Selling News.

Want to convince LimeLife by Alcone Co-Founders Michele Gay and Madison Mallardi to do something? Tell them not to do it.

Case in point: when Gay and Mallardi decided to generate a new hybrid model under one compensation plan in which LimeLife’s Beauty Guides could build their businesses with or without recruiting, naysayers warned against it. But the Co-Founders charged ahead.

Making an Impact

LimeLife by Alcone recently received the Bravo Impact Award which honors the achievements of companies that take a holistic, measured and incremental approach to growth, innovation and operational integrity and excellence. Their story clearly embodies these values.

Plunging ahead into the unexpected and refusing to fit in is part of Limelife by Alcone’s DNA. It’s also Gay’s life story. Originally a microbiology major in college, she became a teacher and then a stay-at-home mom.

“I don’t think like a businessperson,” she shared. “I lean into the passion and then the results show. The wellness of our field is a priority rather than demanding performance from our Beauty Guides. It’s what’s created this rise to the top.”

Having started in 1952 selling stage makeup to Broadway performers, Alcone eventually grew into a nationwide leader in professional makeup for the television, film and theatrical industries. In 2015, Gay and her niece Mallardi launched LimeLife by Alcone to distribute cosmetics and natural skincare products as a direct selling company.

“We have a very different way of thinking about products,” Gay explained. “We tend to have professional-grade formulas and products that have a lot more pigmentation so they’re easier to use. When it comes to our skincare, we’re looking for the best ingredients and—most importantly—they have to be safe for women to use.”

Building Fempires

Safe, high-quality products are just part of LimeLife’s mission. The company also values empowering people by developing entrepreneurship in a nurturing, collaborative environment. This is where the Fempire Fund comes in. An investment fund which gives capital, coaching and resources to four female business owners, the Fempire Fund also connects these business owners with the company’s worldwide network of Beauty Guides.

Businesses selected for the portfolio meet three or more of the following criteria:

• Owned and led by a woman;
• Provide products or services that help elevate women’s confidence or income earning potential;
• Has a sustainable competitive advantage;
• Has revenue streams and is on a path to profitability;
• Owner has a compelling story and synergies with LimeLife’s distributor network.

Gay and Mallardi were inspired to launch the Fempire Fund after their own experience seeking funding as female business owners. Even though LimeLife generated a phenomenal $87 million in sales during its first three years, the Co-Founders had trouble finding funding for the company. “I did research and saw that less than three percent of women are able to get capital, even though female CEOs outperform their male counterparts,” Gay shared.

The fund will close and pay out to Beauty Guides in 2024, and the Co-Founders are considering extending the idea beyond LimeLife and potentially partnering with other direct selling companies.

Brighter Days Ahead

It wouldn’t be the first time LimeLife had extended a hand to a supposed “competitor.” Gay recently provided a team-building program for Scout & Cellar, a direct sales company devoted to creating and delivering high-quality wine. She had met Scout & Cellar Founder and CEO Sarah Shadonix and Epicure CEO Amelia Warren on a DSN podcast.

“Afterward, I reached out to them and said do you want to get together and talk?” Gay remembered. “Now we meet every quarter for a few hours. We’re always looking at ways to support and help each other grow.”

Because the three women’s respective companies represent cosmetics, wine and food, these meetings have become known as “Lips, Sips and Dips.”

Together, Gay and Mallardi have grown a company that continues to invest in its Beauty Guides through extensive onboarding, coaching and training. They envision an exciting future, and not just for LimeLife.

“The traditional career model just does not work for so many women,” Gay said. “Quarantine showed you don’t have to go to an office to do your job. We’re going to see a huge shift, and direct selling is going to be at the forefront of it.”

Congratulations to Gay, Mallardi and the entire LimeLife by Alcone team on their Bravo Impact Award.

From the June 2023 issue of Direct Selling News magazine.

The post LimeLife by Alcone / Thinking Outside the Box first appeared on Direct Selling News.

Businesses—and the executives that lead them—are competitive by nature. Whether it’s technology, product development or field incentives, you always strive to do it better, faster, first. Direct selling prides itself on being more collaborative than other industries, with a long-acknowledged history of sharing information and insights for the betterment of the channel as a whole.

But that support can only go so far—a little bit of healthy competition can make each company better, and the ability to sit atop lists like DSN’s Global 100 or Forbes Largest Private Companies is a feather in any company’s hat—and perhaps a powerful incentive to keep other leaders at arm’s length, keeping the most important insights in-house.

But sometimes, genuine and lasting connections are formed in the most unexpected places. That was certainly the case for Michele Gay, Co-Founder and CEO of LimeLife by Alcone and Sarah Shadonix, Founder and CEO of Scout & Cellar.

These leaders, who sit at the helm of two of the most innovative, buzzworthy companies in the channel, met several years ago when recording an episode of a DSN podcast, forging a fast friendship that has only strengthened over time.

An Epic Idea

This friendship is based on encouragement and the sharing of information, insights and ideas for the betterment of each other’s companies and field. You might think it’s unusual or risky for two leaders to work so closely together to build one another’s leadership skills and support their companies’ growth, but for Gay and Shadonix, it’s been a natural, organic and mutually beneficial friendship that has led to breakthroughs for both parties.

And it’s created an incredible spirit of collaboration as their companies continue to prosper. A shining example of this happened recently at Scout & Cellar’s Epic leadership event in Frisco, Texas, January 27, 2023.

Gay had previously invited Shadonix to view a personal development presentation given by LimeLife’s Chief Development Officer Gary Montalvo and Regional Director Dawn Speaks to LimeLife’s field at one of their conferences. The training focused on the legendary personal development best seller The Three Laws of Performance by Steve Zaffron and Dave Logan.

The material had proven to be invaluable for Gay’s field, helping them eliminate limiting beliefs and reframing their thoughts surrounding success and money. As Gay explained, “People join direct selling for a lot of different reasons: to have fun; to find purpose; to help others; and also to make money. Women have a hard time admitting the money portion to themselves and to others. I wanted to find a way to help women be unapologetic about getting what they want.”

The training developed by her team had created real breakthroughs for LimeLife’s field, allowing them to embrace what they want and confront the inner dialogues that kept them from reaching their goals.

Shadonix immediately recognized the value the presentation could have for her field. “To be honest, I didn’t intend to watch the entire presentation. I thought I’d watch part of the event and that would be it. But it was so inspiring and entertaining. Plus, some of the language around limiting beliefs expressed by Michele’s team felt similar to what I felt was holding our field back. I knew this would be just as eye-opening to them as it was for me. With anyone else, asking them to share the information could have been awkward, but I knew Michele would see the value in it.”

Gay was eager to help Shadonix bring the game-changing training her team had developed to the Scout & Cellar team at their Epic leadership conference. She flew down to the event, along with her trainers Gary Montalvo and Dawn Speaks. They presented an intensive, immersive full-day deep dive into the laws of performance and how they can help distributors reach their full potential without fear or limits.

Just as Shadonix expected, the training deeply resonated with Scout & Cellar’s field leaders. As Kortney Simmons, Executive Manager explained, “Dawn and Gary had us dig deep and internalize the things that were holding us back—not only in our business but in all areas of our lives. I’ve used this new understanding to break free from my doubts. Many leaders at Scout & Cellar are coaching their teams to do the same. This event was transformational!”

Managing Director and Founding Member Courtney Bono had a similar experience at Epic. “The event was wonderful. It helped all of us frame up and make space for frustrations and identify traps that pause action and productivity. Once individuals are aware of these, spot them and identify them, it allows everyone to mentally break those barriers down and move forward with dynamic action and ultimately a much richer experience.”

Celebrating Collaboration and Purpose

These two CEOs coming together represents the best that direct selling has to offer: a sense of community and collaboration where best practices and innovative ideas come together in a spirit of sharing for the betterment of the channel.

And that spirit translates powerfully to the field as well. As Simmons explained, “I think it’s incredibly special that CEOs from two different direct sales companies came together to bring growth and connection to their people. It’s clear that Sarah and Michele are changing the direct sales industry for the better by setting an example of what community represents.” 

THE THREE LAWS OF PERFORMANCE

by Steve Zaffron and Dave Logan

The laws of performance are universal. They aren’t steps or tips, but general principles that are always at work. They are also phrased in a precise way, to give maximum insight and applicability. The laws are:

1 / How people perform correlates to how situations occur to them.

2 / How situations occur arises in language.

3 / Future-based language transforms how situations occur to people.

Check out the book to bring more wisdom and insights to your team.

From the April 2023 issue of Direct Selling News magazine.

The post The Power of Partnership first appeared on Direct Selling News.

From that first time she answered the door and a Watkins “man” stood before her, direct selling carved out a place for women—at first, primarily as customers. Women controlled tight household purse strings and sought products to make domestic chores efficient and ease common ailments.

Yet, eager 20th century female entrepreneurs would soon shine as direct sellers themselves. Evelyn Fuller outsold her husband, Alfred—the original Fuller Brush man—on her first day in 1908 and replicated that accomplishment every day after for two years straight.

By 1910, Madam C.J. Walker—born in 1867 on the same Louisiana plantation where her parents were once enslaved—trained 3,000 “hair culturists” in the use and direct-to-customer sale of her African-American haircare products. She helped originate the role of the self-made, 20th century businesswoman, someone who promoted female talent, rewarded agent success, upheld justice, encouraged political activism and contributed to charitable causes. And let’s not forget, she was also America’s first female millionaire.

Madam C.J. Walker helped originate the role of the self-made, 20th century businesswoman, someone who promoted female talent, rewarded agent success, upheld justice, encouraged political activism and contributed to charitable causes.

“The girls and women of our race must not be afraid to take hold of business endeavor and, by patient industry, close economy, determined effort and close application to business, wring success out of a number of business opportunities that lie at their very doors,” Madam Walker said.

Reflect upon that commanding imagery—”wring success out of business opportunities that lie at their very doors.”

Sheer empowerment lives in that statement. From Madam C.J. Walker’s time until present day 2023, tenacious, brilliant and giving women have stood strong, reached out and empowered their sisters forward, while giving rise not only to some of direct selling’s most successful companies but arguably the present-day industry itself.

Generations of women have always found a way to make life the best it can be for their families, regardless of the challenges. Facing economic hardship, broken relationships and single motherhood, early 20th century women wanted more than the status quo could provide. So, it’s little wonder Frank Stanley Beveridge and his wife Catherine’s home demonstration method for Stanley Home Products exploded in 1939 and delivered American housewives a viable way to work within the confines of home and family, earn money and confidence all while building powerful social networks. Sound familiar?

Women were culturally and professionally under-appreciated into the postwar 1950s and they remained essentially “economically invisible.” But inspired by what they learned at Stanley Home Products, Brownie Wise (Tupperware), Mary Kay Ash (Mary Kay Cosmetics), Mary Crowley (Home Interiors) and Jan Day (Jafra) would soon launch women to new horizons and solidify their own legacies as phenoms of direct selling.

Brownie Wise knew how to speak to the dreams of women, but even her marketing genius—the brilliance that created the Tupperware Party—succumbed to 1950s social norms. Thousands of dealer recruits and $100 million in corporate sales, the first woman on the cover of Business Week had no written employment contract and was forced out seven years into her tenure, receiving only $30,000 severance after a court battle. Earl Tupper sold his company for $16 million a few short months later.

Brownie deserves respect as the inventor of the modern party plan, but also for her plucky spirit and drive to empower women that 1950s society pushed to the periphery. “Remember the steam kettle,” she liked to say, “though up to its neck in hot water, it continues to sing.”

“For every failure, there’s an alternative course of action. You just have to find it. When you come to a roadblock, take a detour,” Mary Kay Ash said.

In 1963, Mary Kay did just that. Passed over for a promotion at Stanley in favor of a man she had trained, Mary Kay set out to make change, not just for herself but for all women. She launched the predecessor of Mary Kay Cosmetics while mourning the sudden death of her new husband, George, disrupted the status quo and turned the male-dominated workplace on its head.

“Most people live and die with their music still unplayed. They never dare to try,” Mary Kay said. That didn’t sit well with her. She pictured everyone wearing a sign that read, “Make me feel important.” She led with unwavering integrity and fervently believed her company was doing something far more important than just selling cosmetics. Mary Kay changed women’s lives.

At a time when the “American Dream” remained elusive to so many due to societal bias, direct selling made a place for women to finally become economically visible by using their social networks to advance careers beyond “mad money” earnings. Legacy female founders, like Jafra’s Jan Day and Eunice Dudley, who met and worked alongside her husband Joe at Fuller Products, Inc. for decades before co-founding Dudley Beauty Corp., helped women from all walks of life discover what was on the inside and pull it to the outside.

“Success is not money in the bank or the car that you drive or the clothes that you wear or your status in the community,” Mary Crowley, founder of Home Interiors, said. “But success is really the ratio between what you have done and what you can do.”

“Nothing was quite like the reality of getting in that car, packed up with all my things, leaving my family at home and driving in rush hour traffic at night to Ruth’s house,” Pampered Chef Founder Doris Christopher recalled.

Slow traffic gave Doris time to second guess. Was she crazy for thinking kitchen shows would work? She was scared, but she kept driving.

“It’s just such an amazing thing to think about how uncomfortable I was when I had to really do this show and how quickly those fears were at least put aside, if not totally erased by success, by the positive response we got from customers,” Doris said.

The heartaches suffered, hurdles cleared and groundwork laid by direct selling’s extraordinary founding sisters are but one turn of a spinning wheel of inspiration. The next empowering turn comes from the bold, creative and tenacious spirits of these 35 current day female founders, whose modern leadership and vision reflects many of the ideals and principles of their predecessors.

Bianca Lisonbee

Bianca Lisonbee’s advice to women? “Be yourself. Who you are is your greatest asset.”

And from her birth, being Bianca meant embracing a unique origin story. Her immigrant parents were literally enroute from Italy to America when she was born. Her passport lists her birthplace as “At Sea” and each time she signs her name is a reminder of the name of the vessel that carried her family to a new home—Conte Bianca Mano.

“You can imagine the strange looks I get while going through Customs and Immigration when I travel. Reactions range from outright laughter to suspicious looks. The responses make me wonder if officials think I might be some sort of mermaid in disguise!” Bianca joked.

But it is precisely this unlikely beginning that engrained in Bianca an empathy for immigrants. In living that story and in its re-telling over the decades that have passed, Bianca has inspired countless 4Life affiliates and customers around the world. It informs her day-to-day as a founder within the direct selling industry, as well as the good works she undertakes through the creation of the 501(c)(3) nonprofit, Foundation 4Life.

Because she shares the role of founder with her husband, David, hers were not the challenges faced by many other female founders who have shouldered that responsibility alone. But as Bianca shared, “In my experience with women who have done just that, I think it’s important for us to have a passion for what we are doing. That passion breeds a level of confidence that others are drawn to regardless of gender or anything else. Nothing can stop an enthusiastic woman who believes in what she is doing!”

“Women like Mary Kay Ash are truly legends in this industry. I love how she didn’t wait for anyone to give her permission to succeed. She found a space she was passionate about and went for it,” Bianca said.

Bianca believes it’s not necessary for females to try to be like their male peers. Women often possess a natural ability to network and connect. That’s a great advantage in a relationship business like direct selling. But what all would-be leaders must do is learn from the examples around them.

“It’s important to make sure your company provides a level playing field for growth and progress for all your employees and that would, of course, include women. This is something that needs to be visited and revisited regularly. And yes, it is very important to us because it makes for not only individual satisfaction in the workplace, but helps the entire organization move forward in dynamic ways because an employee who feels valued in their contribution will bring a lot of positive energy and talent to the table.”

Melissa Thompson

Nearly 30 years after Melissa Thompson became an Avon representative, she sat in the founder’s seat at BELLAME and asked a simple question. “Why should someone have to pay us to represent our brand?” The mind-blowing answer: they shouldn’t have to.

This revelation led to Melissa’s construction of direct selling’s first omni marketing opportunity, an increasingly relevant business model in a significantly shifted post-COVID world. “We have gone from entrepreneurs looking for a brand to represent, to them looking to add us to their personal brands,” she explained.

With that comes the need for companies to respect those personal brands and provide entrepreneurs flexibility for multiple brand representation. It’s a new and exciting shift in what direct selling is and will be—one Melissa is truly excited by. She is committed to blazing a trail and changing the game with this forward-thinking business model, not just for BELLAME’s predominately female field, but for the future of entrepreneurship and the direct selling channel.

“The merging of affiliate and network marketing allows us to be perfectly positioned to be the most relevant opportunity for the next generations of social sellers. While I am beyond proud to have pioneered the omni marketing opportunity, I am even more inspired witnessing other brands moving in this direction!” she said.

Melissa’s career started by calling on customers door-to-door but eventually landed her in management, where she passionately advocated for entrepreneurs and their customers. Unlike her male colleagues who expressed equal exuberance and exhibited “true leadership,” Melissa was labeled “dramatic or bossy” in those predominately male boardrooms.

“This obstacle became a catalyst for shaping my career and later creating a brand and environment that celebrates passionate leadership,” Melissa shared.

“I experienced firsthand what it means to step into being unapologetically YOU, but it took a good 15 years to get there. I wish I could share with my younger self what I share now with others: Be confident. Speak up. Embrace who you are and what you have to offer and never, ever play small!” Melissa emphasized.

“From a field perspective, we are a female-dominated industry, yet many boardrooms continue to be male dominated. Creating the next generation of female corporate executives should be a goal for us all as an industry. It is a goal for BELLAME. I plan to help develop tomorrow’s industry leaders, whether they stay with us forever or move on. We are doing our part to ensure the long-term success of our industry,” she said.

Be confident. Speak up. Embrace who you are and what you have to offer and never, ever play small!

Mindy Lin

Mindy Lin never envisioned this path or this journey. She did see herself clearly as a mother that would keep her children safe from things she had faced as a child. But the broader scope—the ability to lead a company that would leave a whole world of women and children safer—that was a bit unexpected. However, she said, “That’s the vision and the dream now.”

“I’ve been continuously inspired by how far and how much good people are willing to go and to give to make a difference in the world,” Mindy said. Her company’s Damsel House Project, a sex trafficking rescue, and the connection of her company’s field to the work in those homes is proof.

“Put a big heart in front of a child that was rescued because of their hard work, and you will never lose them. And place a strong heartfelt mission in the middle of an industry and watch a network of people you barely know, and even “competitors” in the space, rally around to support it,” Mindy said.

Her greatest joy—the ability to make change for the most vulnerable—presents personal difficulties at times. “I would say my greatest challenge has been staying in my lane as the Founder and CEO and not taking on the hardships of the field as my own. Understanding their trauma and what they have overcome, it’s very easy to blur the lines between founder and friend, when you are an empath who loves the people you are leading,” Mindy said.

Yet, this former Mary Kay consultant has found a way. She’s always believed that nothing could stop a woman with a strong work ethic and an even bigger vision. Surrounded by women within her own company and the larger industry that so readily lead by this example, Mindy thinks of them as the modern day versions of the founding female direct sales icons like Mary Kay Ash and Doris Christopher.

“I think that we, as women, are some of the best natural innovators. We face a problem at home or at work and quickly assess for solutions. Make us do the same inefficient task twice and watch us revolutionize it with a hack or delegate it without ego to someone who can do it better,” she said.

“Today, we lead armies of inspiring women bolstered by and proud of their abilities to make a difference in the world for others, not just in themselves or in their households. What an incredible evolution of impact for young female professionals to follow.”

Today, we lead armies of inspiring women bolstered by and proud of their abilities to make a difference in the world for others.

Ursula Dudley Oglesby

Ursula Dudley Oglesby doesn’t remember a time when direct sales wasn’t a part of her life. At ten years old, her parents—who met working for Fuller Products, Inc., spent years at the company’s helm and eventually created their own beauty brand—had Ursula selling door-to-door.

“I wrote my Harvard college application essay about my escapades,” Ursula remembered. She’s certain those direct selling experiences contributed to her acceptance and later work as a student recruiter in Harvard’s Admissions Office.

Ursula had never envisioned becoming the leader of the brand that her parents, Joe and Eunice, built. But, she said, “The universe had a different plan for me.”

A 30-second fire at their company facility resulted in more than property damage. While no one was hurt thanks to quick-thinking employees, she said, “The ensuing challenges almost became too much to bear.”

But the family-owned and -operated business rallied, restructured and in 2008, Ursula found herself as President and CEO of Dudley Beauty Corp. “I had to use all of my knowledge and experience up to that point to lead the company. It was challenging and exciting at the same time.”

Ursula learned to trust herself and believe in her abilities and now tells young women, who are just starting their careers, to remember: “You have everything you need to be successful. You will encounter challenges and obstacles, but always remember your mission and you will prevail.”

Taking inspiration from Mary Kay Ash, an icon and legend she was privileged to meet, Ursula shared, “She let nothing stop her and built a fabulous company. Her life helped me to develop part of my mission statement. My chief aim is to give men and women a dose of hope by enriching their lives so that every time they look in the mirror, they can truly see the beauty on the outside and the inside and know in their mind that ‘God didn’t take time to make a NOBODY!’”

Ursula is no fan of bureaucracy and empowers her staff by keeping an open door and open mind. She channels her passion for business and personal development into classes that she teaches whenever she can. And to survive and thrive through the COVID pandemic, creative and innovative thinking came to the forefront of her leadership style.

Dudley Beauty Corp’s multi-channel business model faced significant challenges during the world health crisis. “The majority of our business had been through beauty salons, and they were shut down. I had to learn how to pivot quickly and to make critical business decisions,” Ursula said.

“I began to sell hand sanitizer, developed programs for the hair stylists to earn money from home and increased my eCommerce footprint. Dudley Beauty Corp. became a leaner and healthier organization as a result,” she said.

Sylvie Rochette & Amelia Warren

Like so many young mothers, Sylvie Rochette was feeling the pressure of dinner. It needed to be fast. It needed to be healthy. And she needed her kids to eat it. But accomplishing that every night with what was available at her local grocer was increasingly unlikely. It seemed like nobody cooked from scratch anymore. Everything was highly processed and boxed and not very good for you—or your family.

Sylvie began experimenting at home with wholesome seasonings and spices and soon met success around her own dinner table that would spill out to family, friends, farmer’s markets and trade shows. In 1997, she launched Epicure, which would go on to become direct selling’s largest Canadian-founded party plan company.

Amelia Warren was one of those kids sitting around Sylvie’s table and says her mother gave rise to a food movement that has nourished and changed millions of lives. “Since then, our family business has been a woman-run company, empowering women in our corporate team and our community,” Amelia said.

“We understand that for our home team to fill the cup of others, they must fill their own first. We believe in women; we empower women; we support women; we walk the walk and talk the talk,” Amelia shared.

That means equal opportunities for career advancement, a safe work environment, open communication as well as education and development opportunities. “We support our parents with flexibility (hours, remote), paid time off to attend medical appointments or a school play, paid sick days, paid maternity and paternity leave and create awareness through regular diversity, equity and inclusion training for both our home office team and field leadership,” Amelia said.

Epicure meets its Canadian and U.S. staff where they are with what they need to be successful at work and at home. They meet their field consultants and their customers using the same attention-to-need philosophy.

“Customers must be able to easily purchase from us—whether that’s online, on social media, in person, at cooking classes or via a frictionless eCommerce experience,” Amelia said. “To differentiate, we need to add value in every interaction.”

And it is the brand ambassador who remains vital to Epicure expanding its reach. “Equipping them with simple tools and strategies they can implement quickly to monetize their community, grow a robust client base and build customer loyalty is key,” she said.

Amelia leads an agile and entrepreneurial company bent on expansion and growth, applying vertical integration strategies, rapid product innovation, a focus on higher product quality and increased availability.

“While we are always evolving, as a multi-generational family business, we make all our decisions with the next generation in mind. We are not a flash-in-the-pan company; we will be here through the tough times and thrive because we have a big mission—to serve our communities by helping time-starved families connect across the table to share epic food, eat healthier and live better.”

While we are always evolving, as a multi-generational family business, we make all our decisions with the next generation in mind.

Meredith Cook

Meredith Cook is well acquainted with the success sentiment that says, “You just have to start where you are and not wait until you think you are ready.”

Despite a deep fear of public speaking, Meredith armed herself with marked up notes and took refuge behind a podium every single time she addressed a crowd during the early days of Green Compass Global. She relied heavily on them, until finally—little by little—fear loosened its grip.

“I am not embarrassed to admit any of this because I know it helps our Advocates develop confidence in themselves and know that they too can get outside their comfort zones, feel the fear but jump in anyway,” Meredith shared.

“I think that many people have been conditioned to play small and that makes sense when you understand that your brain just wants to keep you safe. Our survival instinct equates sameness with safety,” she explained.

That’s probably why naysayers perpetually popped up when Meredith shared what they thought were “unrealistic” goals. Most people couldn’t envision the rapid growth she knew her hemp-based wellness company would attain. Of course, there was also the added factor of being a female founder.

“I have encountered times when my vision was taken even less seriously, especially by male counterparts or I was patronized when casting my vision,” she said. But unwavering support, respect and belief flowed freely from her husband and Co-Founder, Sterling, as well as Green Compass’s entire executive team and many others.

“As women, one of our many superpowers is to lead with both our intuition and our intellect. In hindsight, I can confidently say that intuition, intellect and unwavering belief in myself and my vision has led to my success. There’s no room for doubt, so instead I’ve learned to trust myself and inspire those around me to think bigger—even when it’s uncomfortable,” she said.

According to Meredith, it’s vital to never let other people’s doubts shrink your vision. Women should follow their hearts and trust their intuition, then partner it with grit, determination, belief in yourself and hard work. “But you must take that leap into the unknown and get outside of your comfort zone. Don’t be afraid of where you will land. Once you jump, your safety net will appear!”

The trick to empowerment is in creating a safe environment where women can be honest, authentic and take risks. It takes connection and trust to build a sanctuary of sorts like Green Compass, where women know they can be vulnerable. It also takes a leader who purposefully targets and prioritizes empowering women, leads with empathy and admits to mistakes.

“When women know you believe in them and trust their abilities, value their opinions and expertise and care about them, they can thrive,” she said. “People need to hear from your heart and feel your energy.”

Kathy Coover

Women push to do more and be more, prioritizing family and wearing an array of “hats” multiple times a day in order to balance work and life. Kathy Coover—a self-proclaimed over-achiever—doesn’t see that changing. “Over-achievers often think we must do everything ourselves, but training others and learning to trust others is crucial to your success and well-being,” she said.

Kathy did her fair share of swapping hats when Isagenix was a fledgling direct selling company. “That’s where I believe true learning happens,” she said. And that hectic, unbalanced time taught her to embrace her passion for field sales and marketing, then stretch to grow into the rest.

Soon, Kathy used her decade as a top field leader to simplify business growth for associates and gave them what they needed to succeed. “It was special to me because it allowed me to link arms with the field and work together for a common goal. To this day, I believe bonding and collaborating with the field creates the most successful outcome, culture and loyalty,” she said.

Post-pandemic, amid a competitive business climate that not only includes other direct selling companies but also the likes of Amazon, people who want and need sustaining incomes demand simplicity. “If it’s not easy, they’re not interested in the model because they have other options like becoming an Amazon influencer. People want to know exactly what they will get paid, so affiliate options become very desirable,” Kathy said.

According to Kathy, direct selling companies must continue to adapt and create platforms for like-minded Millennials and Gen Z to create bonds, seek personal growth and fulfillment, learn new life skills, challenge themselves and take control of their destinies.

“When used properly, these influencers can attract many new customers, and customer base is key,” she said.

For female entrepreneurs, Kathy said, “They aren’t dependent on anyone else to make or break their careers; promote them or hold them back; review their work or judge them in any way. It’s a very satisfying feeling to be in control of your career.”

Were she able to advise her younger self, Kathy shared that she would remind herself of a few simple facts. “Success takes time. Be patient with yourself. Set big goals with deliverable actions attached to them. Constantly evaluate your results and make necessary adjustments. Collaborate more. Collaboration stimulates everyone to be creative and think out-of-the-box. Watch what other successful companies and leaders are doing to get ideas to expand your reach. Never stop challenging yourself.”

Nancy Bogart

“I was tired of people telling me how far I could go,” Nancy Bogart said. And the company she founded in her Missouri kitchen not only propelled her career to unimaginable heights, but also offered limitless potential to so many others.

Nancy was told “no” over and over because she was a woman. She was ignored because she was a woman. It happened so frequently, she said that, “It became quite comical to me. I sometimes would just mentally take note and think what a fun chapter they would be in my book someday.”

On days when rejection seemed to pile up, it was that future success story where she focused and gained immense inspiration to keep going. “Our first bank said ‘no’ to us, but our second bank said, ‘yes.’ They got over $30 million in business that the first bank missed out on,” she said.

Nancy’s best advice? Stop second-guessing. It’s a waste of time. Arm yourself with double-checked facts; be true to who you are; and just go for it. “If you screw up—you can fix that too!” she shared. “Write your story, sister!”

Nancy also took a deep dive into the histories of direct selling’s legacy pioneers before she started Jordan Essentials, reading book after book. Then she cultivated “deep roots” with contemporaries—Jill Blashack Strahan, Joan Hartel, Joni Rogers-Kante, Madolyn Johnson and more—who each became amazing friends and mentors.

Deeply rooted relationships like these create a unique vibe within the industry—with customers, consultants and coworkers. “I do not see this anyplace else. I love it!” she said.

As Nancy thinks about the future, meeting the challenges brought by competition and consumer needs, she said, “Those deep roots weather the storms and have kept us going 23 years later—and they will keep us going long into the future.”

“My business is not in my kitchen anymore, so it’s 100 percent very different than I had envisioned and much more spectacular than I could have imagined. I am so very grateful and humbled daily,” Nancy shared.

Yet, as her story continues to unfold, it can at times be personally challenging to drive corporate growth without succumbing to her workaholic tendencies, and she constantly strives to find and maintain balance and fulfillment in each aspect of her life. Nancy’s most significant obstacle as a direct selling founder has been striving to succeed without losing sight of her original purpose.

Write your story, sister!

Michele Gay & Madison Mallardi

Driven by achievement and a diligent focus on earning the next level, field leaders at LimeLife by Alcone simply burned out in the early days of the company. Their businesses caused friction at home and took a toll on the women and their families. When Michele Gay and Madison Mallardi figured out what was happening, they re-prioritized female wellness over results and changed their model for success.

“We didn’t know if that was going to lead to our decline, but it didn’t feel right to push women to the point of breaking. What we discovered was that by asking them to pull back, they were able to achieve much more,” Michele said.

Rethinking how time and energy are spent, especially when it comes to work/life balance, remains top of mind for everyone. With no limit to earning potential, the ability to make a difference in lives quickly and access to support from people who want to help you, direct selling makes sense. But perhaps the most compelling advantage is the way direct sellers can immediately practice and adopt desired entrepreneurial behaviors for success.

“If you put 100 direct sellers in a Tony Robbins training, most will leave and put into practice the behaviors he is hoping you will adopt. I don’t think you get that result with 100 non-direct sellers,” Michele said.

“The key is for the next generation to understand that owning your own direct sales business is real entrepreneurialism,” Michele said.

But if you’re just getting started, Madison believes in perseverance. “Don’t be discouraged. Working in this industry is a journey, not a destination. Make time to celebrate the wins—big or small—even if it feels like there is no time.”

And take a look at direct selling with a wide lens. Few jobs allow kids to see their moms in action at work. “I think it is very inspiring to the next generation to watch their parents in direct sales; doing what they love; putting in the work; and going after their goals. Children are more likely to be entrepreneurial and have higher expectations for their careers one day,” Madison explained.

With the normalization of social media influencers monetizing their personal brands, Michele said, “I think we have a real opportunity to turn the negative stigma of our model into the very best financial opportunity for influencers.”

Amber Olson Rourke

Amber Olson Rourke’s passion for the direct selling industry lies in helping women find their voices. Tapping into a woman’s truest and strongest voice can help her learn to use that voice for good and create a business that can increase and optimize her life choices down the road.

Amber grew up in direct sales with parents who first built large, successful field organizations, then worked as executives. She had a front row seat to the power and beauty of the business model. Eventually, the trio worked together to build Neora.

“Hands down, this industry provides one of the best platforms to directly impact people’s lives,” Amber said.

Direct selling companies are inherently agile and lean. This nimble way of doing business can accelerate execution to market, as well as individual employee growth when compared to traditional corporate environments.

“Within Neora, we have several director level managers who started in our call center and worked their way up. And I know this to be true in many other companies as well. When we identify good people, we invest in developing them,” she said.

“Anyone who is going to make a truly big impact has to be willing to take risks, willing to deal with disappointment, willing to advocate for their ideas and have a massive amount of passion and vision,” Amber said.

These are the characteristics Neora cultivates within the ranks. “For us, it is all about creating a culture where everyone feels valued, included and has an equal seat at the table. If you create that environment, the right people will rise up regardless of what gender, ethnicity or sexuality they are. We are very proud of the diverse nature of the people who have risen to leadership roles within Neora,” Amber said.

Intuition has never led Amber wrong. She has, however, deferred to those who were more seasoned and later regretted it. So now Amber listens to her truest and strongest voice and stands firm in her viewpoints. At the same time, she’s challenged herself to calm those nurturing tendencies that come so easy and stop riding to the rescue.

“If you fix everyone’s problems, you are robbing them of the opportunity to learn the lessons and are making them dependent on you for the solutions. An effective leader creates other leaders, not followers. So, changing my natural responses to be ones that coached and challenged people in love, so they could develop into leaders is not something that came naturally to me. I had to put in the time to develop this skill,” Amber explained.

Chani Reeve & Misty Kirby

“Women who decided to go for it will always be a source of inspiration for us. We admire anyone who is brave enough to share their vision with the world,” Chani Reeve said.

And in many ways, Chani and her fellow founder, Misty Kirby, are exactly those kind of women. Paparazzi Accessories was born organically from customers who loved and purchased their products at fairs and expos then wanted to host home parties. Word-of-mouth spread, the requests became more frequent and Chani and Misty sought new ways for others to participate.

In the beginning, they were quick to dismiss Paparazzi’s potential for changing lives. But their field of consultants proved they could apply the business model to overcome incredible obstacles and hardships to shape lives they never dared to dream about. Almost daily, the company founders feel lucky to hear their stories of perseverance and success.

“Women are notoriously adaptable, and there is no doubt that younger generations will find innovative ways to reap the same rewards from the business model for years to come,” Chani said.

Direct selling offers hope and empowerment, but it takes hard work. “We’ve found that people are often hoping for an easy fix, with their focus being on finding the next best thing, rather than resolving issues as they arise. We have always been problem solvers and continue to address issues head-on which is not always easy, but always worth it,” Chani said.

This means facing the largest of obstacles for any company—growth. “When a company starts to become successful, in order to maintain a growth curve, you have to grow individually. Growth can be a roadblock or a challenge. Finding more space, more employees and keeping up with inventory can become overwhelming if you let it,” she said.

Learning opportunities are disguised as problems and obstacles. So, staying open to that education and trusting your instincts along the way is the best advice for young women just starting out in their careers.

“Mentoring the women within our corporate organization is important to us. We strive to do this by reinforcing the company vision and our mission statement. Women empowering women is at the core of our business. Sometimes, the only way to grow is to step back and let them make their own mistakes. Once they have learned the ins and outs, place them in roles that allow them to use their strengths—and everything else falls into place,” Chani said.

Patty Brisben

One of Patty Brisben’s constants in life is education—the never-ending desire to learn and teach. Disseminating information about women’s sexual health has made all the difference for her and the lives of countless others that have heard her speak; worked and advocated alongside her; and purchased Pure Romance products.

Sharing and contributing to society’s knowledge base through college lectures meant Patty connected with men and women from all walks of life who shared some degree of commonality—they were in some way ignorant about their own and each other’s bodies. During Yale Sex Week—a favorite of her experiences—she remembered thinking, “These are the people that will run our country one day, and they don’t even know their anatomy.”

“To this day, when I’m out and about, I run into someone that tells me I spoke to their class, and that it influenced their career. Now they are physicians or gynecologists or working in women’s sexual health. It really makes me so happy. I am so proud of all the doors we have opened for women’s sexual health through Pure Romance and the Patty Brisben Foundation,” she said.

Patty never expected Pure Romance to grow so rapidly. She never looked at the company as a way to sell products. Instead it was a path toward education and empowerment for consultants and consumers. She surrounded herself with positive, good people who pushed her forward and helped when times got tough.

It was vital, she learned, to turn off the noise and stay clear of negativity. “I feel extremely lucky that when I started there weren’t dozens of social channels where people could openly express their opinions. You can’t get caught up in the negativity and opinions of others if you want to continue growing as an entrepreneur and business owner. You need to spend your energy on growing your company,” Patty explained.

Staying true to her “why” guided Patty through many challenges, including potentially dangerous ones like when she was not taken seriously as a female founder by men who joined her company. “It has the capability to change the dynamic in the room when you bring others that may not support your vision fully to the table,” she said.

“I look at everything as a learning opportunity, and we can all focus together on getting better and stronger.”

That means empowering others by always listening, bringing people to the table and allowing them to present their ideas and opinions.

“My biggest reward is seeing people who have come from nothing who build confidence and succeed. I have witnessed this throughout my career, and it is what keeps me excited and fulfilled every single day,” she said.

Jesse McKinney, Amanda Moore & Genie Reese

There’s no way Jesse McKinney, Amanda Moore and Genie Reese’s founding expectations included leading Red Aspen through hypergrowth during a global pandemic, but that’s the amazing ride they got.

“I did not envision how fulfilling it would be, how hard it would be, nor the impact this company would have on women across the United States,” Jesse shared.

“It was a difficult time to have children and be a woman because trying to manage a work/life balance was challenging,” Amanda agreed.

Red Aspen offered little pleasures—indulgences for at-home self-care—and their product popularity launched them into hypergrowth and the subsequent management of thousands of brand partners from a small home office space.

“Hypergrowth forces you to reach new levels of flexibility, dedication and determination,” Jesse said.

But Jesse, Amanda and Genie were unwavering in their support of each other and bent on riding that roller coaster together. “I firmly believe that our established support, trust and compassion for each other helped us be successful as co-owners of a business,” Jesse said.

Developing and empowering women inside their headquarters that they call the “Treehouse” is a major priority and practice for positive company growth. “As founders, our mission is to inspire women to stand up, stand out and stand together by uniting passion with purpose,” Amanda explained.

With a 90 percent female staff, women drive forklifts and trucks. They may hire in for shipping, but move quickly to the support team. Company leaders dig into employee talents and channel them into the best corporate roles for individual growth. “Ultimately, creating a space where team members can grow in their profession, is a valuable tool in building empowered team members,” Genie said.

When they consider the stories of legacy female founders of direct selling, it’s easy for these three determined women to see parallels to their own experience. They began as a small team with limited funds, alongside a big dream they wanted to accomplish. Following the lead of pioneers like Mary Kay, they created and continue to operate Red Aspen in a way that empowers their brand partners and allows them to be successful.

“We are continuously amazed at how hardworking, close-knit and supportive our direct selling community is. We are not just a network of female business owners, we are like a family,” Jesse said. “The people, places, events and decisions that we have met, been, had and made at Red Aspen have helped us, as Founders of the company, to be better leaders, visionaries and entrepreneurs.”

Dr. Katie Rodan & Dr. Kathy Fields

Timing is everything. And six months after Rodan + Fields launched their retail brand in 2004, Estee Lauder Companies came calling, and they were acquired. But department store traffic fell off with the recession of 2008 and soon Founders Dr. Katie Rodan and Dr. Kathy Fields risked it all to buy back their company and relaunch their brand in the direct selling channel.

“Based on our Proactiv experience—a brand launched on infomercials in 1995 during a recession—we learned two things that influenced our decision to retreat from retail: First, recessions bring out the entrepreneurs—and second, alternative forms of selling and distributing products can be highly successful,” Katie said.

In the beginning, they never imagined they would create skincare brands that would rival the biggest companies in the world. But they did and, in doing so, invented a paradigm shift in the way acne, and now other skincare and haircare issues are treated. In turn, the lives of millions of people across the world changed. Skin issues should no longer take a toll on self-esteem or confidence.

“We heard a lot of ‘no’s’ before we launched Proactiv. When we started out, neither Katie nor I had the business background that made traditional investors trust our vision. There were many closed doors,” Kathy remembered.

Relaunching Rodan + Fields as a direct seller also presented challenges, but they stuck to their vision. “We had a passion and have always been compelled to go forward,” Kathy said.

“Unlike a lot of guys who were born with ‘swagger,’ I’ve observed that, especially in women, achieving success is stepwise and comes from proving to yourself that you can do hard things. In other words, personal growth doesn’t happen overnight. Self-improvement is a worthy lifelong pursuit and much of what I have learned about myself, I learned through being an entrepreneur,” Katie shared.

Balancing it all hasn’t been easy. “We are women with families; we are also entrepreneurs, practicing dermatologists and take our commitment to our R+F community and practice patients seriously. We have learned you must collaborate and partner. It’s all about getting our aces in the right places—surrounding yourself with the right people, the right expertise and the right talent,” Kathy explained.

As Rodan + Fields celebrates its 15-year anniversary, they are proud of their majority female executive team, consultant base and the many women serving in leadership roles. “We also value balance,” Dr. Rodan said. “We are strong believers that the best teams have diverse perspectives and expertise.”

They respect the strong vision and steadfast purpose that trailblazing direct sellers like Mary Kay Ash and Brownie Wise applied while creating legacy brands. “It’s inspirational to think about these strong women, who thrived against all odds and succeeded in building companies that have been around for decades. We are still talking about them today,” Kathy said. “What they created is incredible—they truly had no playbook.”

Heidi Thompson

“Love,” Heidi Thompson said, “is the fuel and reward for what we do.”

And it’s love that surprised her the most over the years and influenced so many corporate decisions—from how to finance operations to the amount of time personally invested in the lives of their people.

“I tend to view the employee experience from the position of a mom and advocate for policies and practices that support that point of view. I find that when we create an environment where moms can feel valued, supported and understood at work, even the men find work more pleasant,” Heidi explained.

Scentsy’s intuitive Founder relishes the child-like wonder, contagious optimism, connection, love and kindness of her chosen industry. And the impact of the company that she started in a tiny, converted barn on the family sheep farm has surpassed her expectations time and again.

“I was looking for a way to get out of debt; then it was to provide a living for my family; then it became about setting a good example for my children and serving people who believed in and helped us. Serving others motivated every good decision and led to every positive impact,” Heidi shared.

But at times, fear drowned out her voice. “As we grew, we hired people who were more educated and experienced than me. I knew what needed to happen, but I couldn’t explain myself well enough to data-driven executives. I felt intimidated and went along with decisions I didn’t support. Fear stopped me from speaking up,” she remembered.

Scentsy’s culture suffered; sales declined. To return to growth, Heidi said, “I had to trust my instincts; overcome my fear; advocate for necessary change; and reform the executive team with people who could respect my voice.”

Heidi stopped limiting her potential. As Sir Richard Branson once said, “If people aren’t calling you crazy, you aren’t thinking big enough!”

Out the window of their first “office” was a vacant 320,000 square foot building. It was for sale for $15 million. Her husband and Co-Founder, Orville said they should find a way to buy it because in five years Scentsy would need it, and it would cost twice as much.

“I thought he was crazy. That building was 1,000 times bigger than our little office, and our sales were less than $500,000 per year!” Heidi said. Turns out, Orville wasn’t thinking big enough back then. Scentsy occupies more than 1.5 million square feet today.

“Direct selling will always appeal to people at a certain time in their lives. Each year there are new people entering that time of life, but there are also people leaving that time of life,” Heidi said. “We see our market as a target with a certain demographic as the bullseye. Each year the people in that demographic change—so must we.”

Sarah Shadonix

Taking that first step—the initial foray into a lesser known industry or business—that’s what Sarah Shadonix shared was the hardest part of founding a company. A novel idea sparks excitement, but that idea alone doesn’t make for a successful company.

“We have to flesh it out, cast vision to others and show them how they can win alongside us if we want to succeed. Along the way, we encounter naysayers and critics who tell us all the things that are wrong with our idea,” Sarah said. “But we have to keep going. We have to filter through the noise, identify the valuable feedback, continue to ideate, adjust, build consensus and momentum and never give up.”

By founding Scout & Cellar, a clean-crafted winery, Sarah stands firmly straddling a line between direct selling and the alcohol beverage industry, which has been a man’s world for generations. “The alcohol beverage industry has a diversity problem that includes, but also extends beyond gender,” Sarah said.

To her way of thinking, that means the entire alcohol beverage industry is missing out. If customers aren’t represented in the boardroom, on leadership and marketing teams, how can they speak authentically to customers or prospective customers?

“We should be hiring women, listening to them and creating space for them to grow and elevate,” Sarah explained. But it’s about more than just creating opportunity for workers, diversity is vital to creating opportunities for businesses too and expanding the entire alcohol industry.

“That’s what we’ve done with our mostly female field of independent consultants and our executive team. But we have a long way to go and can do so much more to broaden our diversity beyond gender,” she noted.

The direct selling industry “empowers women and others to work a meaningful business in the pockets of their day and still be present as parents, partners or in other relationships and also have other careers,” Sarah said.

That’s the best part of direct selling. “That’s how we win. We must continue to create and emphasize this opportunity—the side hustle is always in style.”

While direct selling carries a stigma that remains an obstacle, Sarah commits Scout & Cellar to lean fiercely into their core values, respect the regulatory environment and celebrate their spirit of innovation. They do so to overcome the negatives because direct selling positively impacts people, offers fast-paced and innovative product lifecycles and allows individuals to work with people from diverse industries.

Joni Rogers-Kante

Like many people laying the groundwork for their own company, 24 years ago Joni Rogers-Kante thought it might be easier than it really was. She launched SeneGence with a flagship product—the first, long-lasting lip color ever—and it took the market by storm. Success seemed inevitable, and it was.

As Joni shared, “What a journey we have had! Putting a company together from scratch was definitely a learning experience and test of grit!”

Success, she said, is never achieved alone. Hers is a family company with husband Ben and their eldest son Alan in vital roles, and many staff members include husbands, wives and children of employees. “This creates a legacy both inside and outside the walls of our offices,” Joni explained.

Being a company founded for women by women makes empowering them to be successful part of the SeneGence DNA. Call it paying it forward, perhaps, because Joni fondly recalls her days as an independent distributor and the connection she felt to Mary Kay Ash. “I met with Mary Kay Ash personally on several occasions and was blessed to learn this industry directly from her. She was not only an influence, but a role model I hope I’ve lived up to,” she said.

Today, Joni advises women, “You know best what works for you. However, you must be honest with yourself and recognize your own shortcomings and put together a plan to overcome them. Trust your gut and do what feels ‘right’ for you, your family and your life.” And show up for work every day—consistency pays off.

Despite encounters with people who thought they knew best and tried to convince Joni of it, she’s remained consistent in her vision and commitment to the unique SeneGence culture. She’s learned that credentials and resume expertise don’t always “fit.” The nuances associated with really knowing and understanding a company is vital to contributing to its success in the long term.

That said, Joni believes adapting to an ever-changing market is at once the industry’s biggest opportunity and challenge. “We can’t allow ourselves to get caught up in, ‘This is how we have always done things.’ We must access and evaluate our business constantly. However, we must always be true to who we are, protect our company culture and keep our independent distributors’ best interests at the forefront of everything we do.”

Chrissy Weems & Bella Weems Lambert

Hard work is at the heart of the Origami Owl origin story. Chrissy Weems wanted to teach her then 14-year-old daughter, Bella, the importance of work ethic, perseverance and chasing dreams. Bella had her eye on earning enough money to buy a car, but the company this mother/daughter team created in 2011 turned into something far greater.

Growth came quickly, and Chrissy unexpectedly found herself leading the home office team and Purpose Partners (field distributors). “We never could have anticipated how quickly we grew. Because of my daughter’s dream and ambition, my life as well as the lives of countless others have been changed—truly changed—in immeasurable ways,” Chrissy said.

Today, Origami Owl is but one brand under the umbrella of Think Goodness, a collective launched in 2021 that broadens its overall product portfolio to include wellness, lifestyle and good-for-you beauty products. They’ve also established the Giving Goodness Foundation, a nonprofit that expands and focuses their charitable endeavors to create a ripple effect of good in the world.

“It’s the people. Observing the growth in our internal team members and with our Purpose Partners has been beyond fulfilling. I’m so passionate about helping others find meaning and purpose in their lives. It’s inspiring to witness the change in confidence, self-esteem and personal growth these women develop by being part of our mission,” she said.

Direct selling provides the opportunity for individuals to create change in their lives, and Chrissy believes the same can be true for the industry itself, but there are challenges. “As a channel, we’re antiquated and misunderstood. There are many misconceptions about direct selling based on poor leadership and shady practices from bad actors within the industry. This stigma hurts us all,” she said.

By collectively making forward-thinking decisions as industry leaders, credibility can be gained. The industry needs to face fear: “fear of change, fear of channel conflict in an omni-channel world, fear of losing leaders, fear of innovating our businesses to remain relevant in the modern world,” Chrissy said. “The world has changed. I believe we must evolve and adapt.”

It’s a customer-centric world. The way consumers shop and what they have access to have drastically changed. While many direct selling companies have robust back-end reporting systems and commissions engines, their front-end eCommerce experiences fall short. She’s certain that to succeed, customer experience must be a top priority.

“Social media is reshaping the way people see direct selling,” Chrissy said. Having grown to adulthood within the industry, Bella is expanding her reach and finding success cultivating relationships on YouTube, Instagram and TikTok. “We must evolve with the times by utilizing new tools and strategies to foster relationships and share incredible products, Chrissy explained. “Influencer marketing is what the direct selling channel has always been, and utilizing social media is just the new way of doing business in today’s world.”

Cindy Monroe

Mary Kay Ash once said, “Women only step into 10 percent of their potential.” That has stuck with Cindy Monroe for years and inspired her to not only live in more of her own potential, but also to help other women tap into more of theirs.

Her journey with Thirty-One Gifts has taken many turns, and as one would expect some were within her control and some without. The company has exceeded her expectations for growth over and over again, but that doesn’t mean she hasn’t learned valuable lessons about the nuances of being a female founder.

“There have been times when the feedback I received from my male direct reports was less than honest, simply because I am a woman,” Cindy recalled.

“I think men are used to cutting to the chase and being direct with other men. When it comes to communicating with women, they learn to respect the females in their lives, such as their mothers and wives—which I admire—but when it comes to business, I need to hear it straight. There have been moments when the company suffered because men would hold back from telling me the truth. I value honesty—even if it’s uncomfortable—and as female executives, we need it,” Cindy said.

She has led Thirty-One Gifts with heart and built the company culture with relationships at its core. And it’s the love, respect and admiration she feels for the employees and sales associates and their families that continues to inspire her. “The relationships that I have because of direct selling totally exceed what I have ever thought was possible in a career!” Cindy said.

Getting to know kids’ names, their dogs and favorite vacation hideaways—even when their daughter or son gets married—these details build authentic relationships at corporate and between sales associates, but especially with customers.

“The challenge today is it’s easy to get away from that and rely too much on social media tools and influencers to promote products. We need to lean back into our core of building relationships,” Cindy said.

Social media hearts and likes don’t qualify as a “connected contact,” and as Thirty-One Gifts focuses its efforts on relationship building, consultants find more sales and sponsor new team members.

If given the chance to speak to her younger self, Cindy would say, “Embrace change early and see it as a positive. Invest time into an executive forum before you ‘need’ it. Listen to your inner coach and don’t give the data too much weight. Create a margin between your role at the office and home. Set clear expectations for your team and hold them accountable.”

Mary Young

When Mary Young’s husband, Gary, told her he wanted her to take the job of CEO, she argued against it. She never envisioned herself in such a leadership role. She was Gary’s partner. They were a team, going back to the days when they founded Young Living.

“I didn’t believe that I could do it,” Mary remembered.

Yet as Co-Founder of a wildly successful direct selling business, Mary assisted Gary in nearly every facet of the company. She knew the business well and over time came to realize she could take charge; she could lead; she could inspire others to join her.

Using logic and common sense as her guide, Mary learned the business from the ground up, sharing in the decision making with Gary until his passing. “There was a tremendous loss without my husband,” Mary said. “But gradually, we have filled those gaps and so many employees have risen to great heights in understanding how we want to grow our business.”

The power of the CEO, she said, is to work to empower others. Mary enjoys looking for opportunities, encouraging and watching people grow and become successful in their individual responsibilities.

“We have many female leaders at Young Living who are guided by nature’s journey in our mission to empower wellness, purpose and abundance for communities around the world,” she said.

“The appeal of direct selling lies in its potential for individuals to become entrepreneurs, own their own businesses, and create their defined success. It’s a thrill to see women, especially in some other countries, where they have little opportunity to create their own independence and financial freedom. Today, more women want to be entrepreneurs. They want to have their own businesses and create their own success. Young Living offers this kind of freedom for women of any generation,” Mary explained.

What advice would she offer to young women entering the channel through corporate direct selling or the field? Surround yourself with honest, skillful, intelligent people who care about others and about doing what is best for the business. Communicate and be open to those you hire. Listen and never jump to conclusions. Carefully consider the best interests of the company, brand partners and employees in every decision.

“With strong female leaders who continue to share our story, we can challenge outdated perspectives and promote an exciting future full of discoveries of success in the direct sales industry,” Mary said.

Erin Bradley

Developing female leaders is absolutely a purposeful target for Erin Bradley, and she believes that direct sales offers a unique opportunity for women to truly learn what it means to lead.

Leadership roles in typical corporate jobs often resemble an “or else” scenario. It’s a leadership style with “many sticks and not enough carrots,” Erin said. But direct sales is different. “Instead, leaders have to blaze a trail; create the map to guide their team; inspire them to follow it; and cheer them on at every stage. It’s a lot more work but far more rewarding and with more enduring results.”

This crystallized for Erin when demand and growth at Zyia Active surged during the pandemic. “It wasn’t easy. We had to rethink most of our supply chain, double our staff and triple our warehousing capacity in a very short timeframe,” she said.

While exciting, the pace paired with safeguarding the health and safety of staff challenged them. However, Erin said, “This period in our growth cemented a lot of partnerships and taught us who we could rely on both internally and externally.”

“The majority (around 70 percent) of our leadership roles are held by women. To date, we’ve never hired a woman into a leadership role from outside the company. Each manager, director or VP grew into their role by rising to challenges through our high-growth period, mentoring others and demonstrating initiative and teamwork at every turn,” Erin explained.

This is surely a by-product of a culture that places cooperation and community in high esteem and relegates competition and division to the trash heap. “It’s a delight to see leaders from different teams organizing events together, training each other’s teams and shouting out each other for a job well done. That doesn’t happen everywhere,” Erin said.

To Erin, people matter more than projections, numbers and data. “If you surround yourself with good, smart people who share your vision and your drive, you’re going to accomplish incredible things, and the numbers will work and fall into place.”

Erin believes society no longer believes direct saleswomen are simply filling their time or earning “mad money.” With the help of social media, women are leveraging direct sales opportunities to support families, build wealth and intentionally, ambitiously and strategically “own” their time.

Lines between influencer, affiliate, sales representative and enthusiast blur. As Millennial and Gen Z women continue to opt out of the 9-to-5, Erin believes there’s no better fit for someone who wants to forge their own path, become their own brand and own their life.

“I think the changemakers of the future will be familiar with the sales and marketing tools from different industries and continually find ways to take inspiration from other sales models to drive growth,” Erin shared.

From the March 2023 issue of Direct Selling News magazine.

The post Taking the Lead first appeared on Direct Selling News.

Direct selling executives need insight and fresh ideas now more than ever before. In one of the most challenging years in direct selling history, leaders faced continued lockdowns in certain markets, changing consumer behaviors, a tense regulatory environment and lingering supply chain issues.

To provide practical solutions, Direct Selling University enlisted more than 25 of the industry’s leading executives to share unique perspectives and new approaches regarding some of the most complex issues facing the channel today.

We kicked off DSU with the CEO Forum, one of our highest rated events, and had 75 executives in the room representing $43 billion in revenue,” said Stuart Johnson, Chief Executive Officer of Direct Selling News, Direct Selling Partners and NOW Tech. “We talked about omnichannel strategies, fighting field fatigue (our industry’s version of quiet quitting), attracting the next generation, industry reputation and the rise of affiliate models in the marketplace.”

Johnson cast vision for attendees, calling them to move beyond customer-centric thinking to becoming customer-obsessed. Following his lead, speakers provided tangible ways to improve customer conversion rates, improve salesforce morale, upgrade training systems, drive revenue and create authentic connection with customers.

“DSU gives leaders the chance to open their minds to a bigger picture,” Johnson said. “This event exists to share knowledge, future trends and success stories that inspire, challenge beliefs and spark change. I’m confident that every executive left the event with at least one game-changing idea or initiative to take back to their teams.”

Addressing Amazon

Amazon. The eCommerce goliath has been the elephant in the room for years, and for the first time, Direct Selling University tackled the challenge head-on. Without shying away from the complexities of the issue, DSU offered multiple opportunities for participants to listen and learn from experts about how to alter their approach to what is arguably the industry’s biggest competitor.

Blake Mallen, Author, President of Prüvit, delivered the most talked about speech of the event, as well as a break-out workshop session that drew more than 150 attendees, discussing his proven Amazon strategy.

“A lot of customers buying on Amazon assume they are buying from the company directly, and when they receive a damaged or expired product, they’ll either blow up the support team with their complaints or—worse—blast Amazon with negative reviews,” Mallen said. “This stuff can cause serious potential long-term damage to our brands. When you share the message that anyone can start today with the same opportunity to change their life, but when there are different prices for different people, it can erode the very heart of what our channel stands for.”

Continuing the event’s conversation about how to become customer-obsessed, Mallen explained the importance of setting an intentional Amazon game plan, telling attendees that winning the Amazon game begins with controlling their brand’s footprint on Amazon.

“This is not the future—this is the present,” Mallen said. “Amazon is a key part of the customer journey today, which means this cannot be ignored. This is something we as a channel need to do not only for our companies—but for our communities—and make the shift our industry really needs.”

Rudy Revak, Founder and Chairman, Xyngular, reminded leaders of the importance of taking care of new distributors and helping the sales force stay persistent and positive.

Shelley Rojas, Chief Brand Officer, Direct Selling News, and Heather Chastain, Founder and Chief Executive Officer, Bridgehead Collective and Direct Selling News Strategic Advisor, announced a new social community platform for DSN Supporters, as well as a new entry-level of Support, the Advocate, that will enhance the user experience and open up becoming a part of Direct Selling News to many more companies.

Magnus Brännström, President & Chief Executive Officer, Oriflame, focused on the ways the pandemic impacted work trends and how Oriflame reorganized its brand experience structure to improve the product, customer, digital, social selling and employee culture experiences.

Lynne Coté, President and Chief Executive Officer, Princess House, and Laura Beitler, Chief Global Sales Officer, Rodan + Fields, in a conversation with Heather Chastain, discussed the importance of transparency in creating alignment between the home office and the field in the midst of change and challenges.

Dan Macuga, Chief Communications and Marketing Officer, USANA, illustrated the power of their “Start Something” campaign and offered a how-to for companies wanting to create similar initiatives that drive customer engagement, loyalty and connection.

Amber Snow, Director of Diversity, Equity & Inclusion, Amway, shared how executives can make DE&I more than just a buzzword in their companies by facing the fact that people of color make up only 14 percent of direct selling representatives and persuaded leaders to make a commitment to listen, learn and act.

Amanda Tress, Founder and Chief Executive Officer, FASTer Way to Fat Loss, shared the simplicity of her company’s one-tier micro-influencer marketing model, and why she believes it could be a powerful strategy for companies fearing FTC scrutiny and enhanced regulations.

Glenn Sanford, Founder, eXp Realty, Chief Executive Officer, eXp World Holdings and SUCCESS, in an interview with Stuart Johnson, discussed the strategy behind eXp Realty’s hypergrowth and why a focus on agent experience has built a collaborative culture that drives value.

Wayne Moorehead, Marketing and Branding Expert and Host of the Direct Approach Podcast, in an interview with Stuart Johnson, reflected on the hot topics and trends discussed during interviews with leaders from 30 different companies who represent $30 billion in revenue.

Russ Moorehead, Chief Marketing Officer, Nu Skin, exposed five myths direct selling companies often fall prey to, and why the latest shopping trends give direct-to-consumer companies a significant advantage.

Patrick Wright, Chief Executive Officer, AdvoCare, gave a behind-the-scenes look at the company’s 2019 FTC settlement and described how seeing limitations as opportunities has allowed AdvoCare to increase its customer conversion rate by 10x while better serving their affiliates.

Jesse McKinney, Co-Founder and Chief Executive Officer, Red Aspen, shared a sneak peek into the company’s 2023 strategy, including four pillars—sustainability, technology initiatives, Tik Tok-style training videos and a new Gen Z-focused product category—all inspired by her experience at DSU Spring 2022.

Nick Martinez, Top Distributor, Prüvit, encouraged industry leaders to embrace distributors who are building influence instead of recruiting and why consistently creating social media content can be the key to unlocking top earner potential.

Noah Westerlund, Executive Vice President, NOW Tech, in a conversation with Wayne Moorehead, discussed the importance of Quick Commerce and long-form landing pages to increase conversion rates.

Michele Gay, Co-Founder & Chairwoman, LimeLife by Alcone, described the toll the pandemic took on women especially, and how the Three Laws of Performance helped her sales field and staff overcome the fixed mindsets and patterns of excuses that two years of living in a socially distanced world had created.

Ben Riley, President, Young Living, reminded participants of the importance of disruption and how direct selling leaders can leverage small-scale innovation and strategic change management to outsmart gig economy competitors.

Brandy Huyser, Director of XS Energy and Next Gen Strategy, Amway/XS, reflected on 20 years of adventure as the XS Energy brand built momentum by upending business-as-usual at Amway, staying focused on the field, controlling the supply chain through local manufacturing and creation and designing a youth-driven culture.

Jason Dorsey, President, Center for Generational Kinetics, Speaker and Researcher, offered a sneak peek at the first-ever generational research study conducted in direct selling that he will be leading for Direct Selling News to uncover how to quickly connect with, build trust and drive influence across generations.

Gina Ghura, Chief Marketing Officer, MONAT, offered advice for building consumer love through relationship building, personalized customer experiences, distinctive product offerings and a compensation plan that rewards customer acquisition and retention.

Rajneesh Chopra, Chief Commercial Officer, Immunotec, shared how the company invested in technology and opened new markets and manufacturing facilities during the pandemic, resulting in tremendous growth that is moving them forward in the midst of a cooling economy.

Garrett McGrath, President, ANMP, talked about the power of tiny gains and how improving by one percent every day in the areas of customer retention, community building and compensation strategies can build unstoppable momentum.

Dana Roefer, Author, Entrepreneur and Direct Selling Strategist, highlighted takeaways from her book Shopping Social and shared how education is crucial for helping consumers understand how social shopping can connect them with products that support their best life.

Darnell Self, Executive Vice President of Network and Business Development, PPLSI, shared his insights as both a field leader and industry executive, shining a light on the undervalued priorities of effective communication and a healthy team culture.

Gordon Hester, General Manager Sales, North America, PM-International AG, explained how culture is the biggest differentiator in business, and why focusing on revenue drivers and profitability can prevent feelings of entitlement and division within the field.

Must-See (In-Person) Events

The energy of this DSU—the first in-person fall version ever held—was inspiring, and the feedback received was overwhelmingly positive—making this Direct Selling University one of the most successful to date.

Planning for the next DSU event in April of 2023 in Frisco, Texas is underway, and the momentum and excitement is already building.

From the December 2022 issue of Direct Selling News magazine.

The post DSU Fall 2022: Lessons for an Evolving channel first appeared on Direct Selling News.

Founded | 2015

Headquarters | New York

Top Executives | Michele Mallardi Gay, Co-Founder & Co-CEO | Madison Mallardi, Co-Founder & Co-CEO

Products | Cosmetics and Skincare

Supporting women means more than simply providing community and friendship. Authentically helping women means funding and laying the groundwork that creates opportunity for them to succeed, both professionally and at home.

Recognizing these truths, LimeLife by Alcone has been designed with female financial empowerment as its core mission. Michele Gay, the company’s Chief Executive Officer, believes that equipping women to reach their financial goals can change the world, one woman at a time.

“This isn’t a vapor dream,” Gay said. “It’s very tangible, and we see it every single day.”

After launching as a brand that sold lashes and theater makeup to Broadway stars in 1952, LimeLife has gone through a number of transformations, ultimately evolving into a direct selling company under Gay’s leadership, while still clinging to its professional makeup roots.

Today, the growing company continues that process of transformation as it prepares for Gay’s ultimate vision: To become a billion-dollar global brand.

Elevate Your Confidence, Elevate Your Earnings

Gay’s billion-dollar vision represents more than cash flow and prestige for the company. Earnings of this caliber mean LimeLife would be generating $400 million in commissions annually for its sales field, effectively creating life-changing income for the company’s distributors (called Beauty Guides) and a significant leap toward female financial empowerment for women around the world.

To bring the company closer to this goal, Gay and LimeLife’s leadership are enacting a new strategy that will push the company into its next phase of transformation, beginning with its compensation plan. Prioritizing retail sales rather than recruitment, this updated commission model removes structure and downline building as requirements for promotion. LimeLife Beauty Guides who want to build and inspire a team can do so at their own pace, but it won’t be required for them to advance in the company.

The home party will continue to be a significant growth driver and integral part of the company’s approach to business building, but with this updated compensation plan, Gay is steering the company toward what she sees as the next wave of relevance in the industry.

“When we first launched LimeLife, it was all about party planning,” Gay said. “So, our compensation plan was built on a party plan model. For us, though, the urgency is that we need to evolve towards the normalization of e-commerce and digitalization, or we’re going to become irrelevant.”

Beauty Guides will also be earning faster with this updated plan. Rewarding product sales faster provides a stepladder that is more attainable for more people, and a method that Gay hopes will help entrepreneurs new to the industry hang in there while their young businesses gain traction and momentum.

“Direct sales earnings are a true compounding curve, but compounding is very hard for people to see and believe in,” Gay said. “In the beginning it feels like these little drops of water, but you are actually filling a swimming pool because the drops begin to replicate as they fall. We really focused the compensation plan on significantly boosting the earnings, rewards and recognition of people as soon as they come in to let them know that it’s working.”

How 2Be Free

Earnings may get the most attention, but Gay has found that recognition is an essential component of the financial empowerment equation. Only two percent of LimeLife distributors, Gay says, would describe themselves as money-centric, meaning they see their paycheck as the main pillar of what recognition means to them. For the other 98 percent, Gay has discovered that recognition also means helping women step up their confidence levels, while feeling seen and heard.

LimeLife’s monthly sales and enrollment incentives were a big part of recognition. The company would create challenges each month for their field and reward them an incentive. Monthly incentives were usually predetermined and ordered months in advance, without an accurate way to predict how many to purchase. The system resulted in a waste of resources for the home office and incentives that didn’t always match the interests of all distributors.

To provide an upgrade, Gay and her executive team created the Free2BeMe program. Rather than earning something that the distributor may or may not have wanted, they earned 2Bes. Distributors can accumulate their 2Bes and then redeem them at the Free2BeMe store for thousands of items, from gift cards and Apple products to hotel stays and flights.

“We run reports each month, and it is so cool to see what people are redeeming,” Gay said. “Part of female financial empowerment is not wasting your money, and so the Free2BeMe store is in alignment with that. Distributors can focus on those things they really want for their lives without financial waste.”

Recognition is a powerful motivator, but Gay and her team also recognize that entrepreneurial women face additional hurdles in their journey to both financial and personal freedom due to gender inequality in the workplace and at home. LimeLife Beauty Guides who want to launch their own businesses are not only juggling the demands of building and growing something from the ground up, they also likely bear a disproportionate amount of responsibility for domestic labor, familial and relational efforts and child care.

Gay has witnessed how bridging this gap between a woman’s potential and her current limitations is essential for LimeLife’s entrepreneurs. By offering an ongoing monthly lifestyle bonus as well as an ongoing monthly executive assistant bonus for its highest ranks, LimeLife gives women at the top of their game the room they need to run.

“If they’re playing at that level, they need someone to assist them,” Gay said.

The Future of Retail Is Direct Sales

There are more transformations ahead for the company. LimeLife’s customer appreciation program, which is currently complicated and robust, is being streamlined into a Starbucks app-inspired system where customers will be able to manage their auto-ship subscriptions and unlock rewards. Similarly, onboarding will be streamlined to accommodate all ages, but especially the emerging generation who has a higher rate of digital adaption and expectations.

All of these changes reflect a leadership team who isn’t afraid to renovate its established systems and processes and reevaluate its trajectory while still remaining true to its roots.

As a longstanding traditional business that chose the direct selling industry, LimeLife’s leadership team has a unique perspective on where the future of retail is headed. Other big-name brands within the beauty industry have heavily invested in brick-and-mortar infrastructure and real estate, but in the wake of the pandemic and decreased foot traffic, those companies are now scaling back to lower their overhead costs. For Gay, this moment in the market landscape has opened a new opportunity for LimeLife.

“We’re coming at it from the other direction,” Gay said. “In my opinion, the scale of change looks like retail transforming into e-commerce as the primary form of shopping. I think the final stop on that journey, as far as I can see, is direct sales. In e-commerce, the number one important part of a purchasing decision is a recommendation from a trusted source or friend. And that’s what we do. Retail stores are trying to catch up, and we’re on the other end, pulling it towards us.”

From the May 2022 issue of Direct Selling News magazine.

The post LimeLife by Alcone: Female Financial Empowerment first appeared on Direct Selling News.

Empowering women is at the heart of IWD—it’s also at the heart of direct selling, so to celebrate this year’s event, we are taking a look at some of the companies within the channel that use their philanthropic efforts to provide economic support and practical training to help women and girls around the world explore their entrepreneurial dreams and create stable, sustainable lives for themselves and their future.

The greatest impact any company can have in advancing women’s economic empowerment is through its core business operations. But they can also make a substantial contribution through their philanthropy programs that enable women and girls to grow as leaders and achieve financial independence. Key areas of philanthropic focus for many companies include initiatives to improve women’s access to education, training, skills development, financial literacy and programs that proactively support women’s health, safety and wellness.

International Women’s Day (IWD) is a global celebration of the social, economic, cultural and political achievements of women held every March 8. The day also marks a call to action for accelerating women’s equality.

It’s a guiding, foundational pillar of the philanthropic endeavors of many companies within the channel, including Young Living, LimeLife by Alcone and Thirty-One Gifts. And it should come as no surprise that each of these companies are led by a female CEO.

There has long been a tradition of women helping women in direct selling through philanthropic missions of aiding domestic violence victims, combating food insecurity and funding women’s cancer research among many other worthwhile pursuits. But the companies we are examining today focus—at least in part—on helping women achieve their entrepreneurial dreams with tangible, comprehensive help ranging from funding and training to research and advocacy. They are helping women around the world develop the skills, connections and access they need to secure a brighter future for themselves and their families.

Helping Global Artists

Young Living invests in programs that help female artisans living in challenging socioeconomic conditions build marketable skills; start small businesses; and secure fair wages and ethical work with capacity-building grants. They then connect these companies with the Young Living global marketplace through monthly promotional offers. The program not only helps these talented artists sell their goods but also showcases their talents to a global audience.

The Young Living Foundation is working with several women-led businesses across the globe, and one of them is a female artisan group called Mabira Collective located in Lugazi, Uganda who handcraft beautiful jewelry.

In addition to fair pay, women in the Mabira Collective program receive benefits like school-fee sponsorship for their children and medical benefits as well as training in small business development, literacy and health. They can also receive paid maternity leave, on-site childcare, work-from-home options and opportunities to advance into management positions.

Free Women, a U.S.-based group, empowers female artisans with financial independence. Free Women employs women from Afghanistan and other conflict regions who have fled oppression and abusive environments to relocate to Salt Lake City, Utah.

As refugees, these women work hard to provide for their children. A series of grants and orders from the Young Living Foundation helped Free Women acquire much-needed work space and equipment to improve their ability to earn an income and obtain job security to become truly free.

Research has shown that providing women in economically disadvantaged communities with living wages empowers them to be a financial force of change in both their immediate families and their communities. By achieving the goals of full employment, which include work security, food security, healthcare, childcare and shelter, they’re able to break the generational cycle of poverty.

Funding Females’ Futures

At LimeLife by Alcone, their efforts to help aspiring entrepreneurs are two pronged, simultaneously providing equity capital, coaching and resources to up-and-coming female entrepreneurs while rewarding high performing distributors with an investment opportunity through The Fempire Fund.

The fund’s $2 million in capital comes from a contribution from their parent company, L’Occitane en Provence. This capital is then distributed to the selected small businesses. Candidates go through an extensive interview and vetting process (including a panel with selected LimeLife distributors).

On the distributor side, once they hit specific benchmarks and rank, LimeLife rewards them with a share in a bonus pool tied to the performance of the fund. As the fund grows, their gifted investment grows as well. Distributors can help promote the selected small businesses through their social media channels to help them gain exposure and continue to grow. It helps the distributors—micro-entrepreneurs in their own right—to make an important shift in mindset: To think like investors focused on their financial future.

Qualifying distributors are given their first $5,000 in returns as a pre-distribution. LimeLife CEO Michele Gay explained the strategy. “I encourage them to put it in the stock market or in something that has long-term growth. I’m trying to show them that direct sales is a compounding business, and you can take your earnings from that and further compound it in the financial institutions that we’re so blessed to have access to.”

The company has granted funding to three small businesses to date, with plans to add a fourth to the mix in the coming year. To be considered for funding, the businesses selected for the portfolio must meet three or more of the following criteria:

• Owned and led by a woman
• Products or services provided by the business help to elevate women’s confidence or women’s income earning potential
• Has a sustainable competitive advantage
• Has revenue streams and is on a path to profitability
• Owner has a compelling story and synergies with LimeLife’s distributor network

The current recipients offer powerful stories of female empowerment, innovative products and are led by women with compelling stories and a contagious passion.

Slick Chicks is a female founded and run company that designs accessible undergarments and apparel for people with disabilities, limited mobility, chronic pain, the aging population and people with various physical challenges or post-operative needs. Another recipient is invisaWear which creates smart jewelry and accessories with safety tech hidden inside—two clicks alert loved ones and police that the wearer needs help. Finally, The Most develops tech-enabled appliances and products for textured haircare; the company has identified the biggest pain points in natural, textured hair styling and designs tools and appliances that make the process of product application easy.

Helping Girls Shine

Thirty-One Gifts understands that helping further the cause of female empowerment can (and should) start at a young age. That’s why a portion of their charitable efforts revolve around empowering young girls and teens with self-confidence, leadership skills and peer mentorship.

Girls’ self-esteem peaks at age 9, and the company felt compelled to do something about this ongoing confidence crisis. They launched Thirty-One Gives in February of 2012 as a partnership between their distributors, customers and employees to support nonprofit organizations aligned to their mission of helping girls build the confidence and self-esteem needed to live a purposeful life. One such organization is Girl Talk.

Girl Talk began in 2002 when one high school girl identified a problem and decided to make a difference. Haley Kilpatrick founded the first Girl Talk Chapter to help her younger sister through the challenging years of middle school.

And those years can truly be challenging. Between the ages of 8-14, girls’ confidence levels drop by 31 percent; only 21 percent of girls believe they have the qualities to be a good leader, and between the ages of 12-13, the percentage of girls who say they are not allowed to fail increases by a staggering 150 percent.

Girl Talk provides a safe place for girls to learn and grow and teaches them key components of leadership. Topics covered include stress management, perfectionism, social media, anxiety and financial literacy. For the younger girls, this allows them to develop confidence; transition from middle school to high school more easily; have fun; and gain tools to overcome the everyday obstacles that often seem so daunting at this vulnerable age. The high schoolers can also develop confidence, refine leadership skills, focus on community service and have scholarship opportunities.

And it’s making a difference. Students who regularly meet with their mentors are 52 percent less likely than their peers to skip a day of school and 37 percent less likely to skip a class. There are over 485 chapters of Girl Talk in 10 countries and 48 U.S. states serving 70,000 girls.

While it’s important to celebrate and acknowledge the achievements of women on International Women’s Day, it’s clear that there is much to celebrate every day when it comes to direct selling’s ongoing ability and effectiveness at empowering women of all ages.

DIRECT SELLING HAS ALWAYS BEEN A VIABLE, POPULAR CAREER AND GIG CHOICE FOR WOMEN OF ALL AGES. In fact, a 2020 report from statista.com stated that about 75 percent of distributors are female. It just makes sense: The winning combination of flexibility, community, financial opportunity and personal growth has provided real meaning, direction and impact to generations of women. But direct selling’s opportunity extends far beyond distributors. From the call center to the C-suite, women are finding meaningful careers in the corporate office of direct selling companies around the globe. We’ve assembled a list of some of the most impressive and impactful CEOs in direct selling—and they all just happen to be women.

From the March 2022 issue of Direct Selling News magazine.

The post Empowering Women, Enriching Lives first appeared on Direct Selling News.

The one thing that has been predictable about 2021 is that it has proven itself to be just as unpredictable as 2020. Direct Selling University (DSU), one of the most anticipated industry events of the year, was originally scheduled to be an in-person gathering, where leaders from around the world could network, build relationships face-to-face and connect over their shared challenges and wins during this unusual pandemic season. But growing concerns around the Delta Variant and COVID-19, as well as the changing travel and meeting restrictions, led to the difficult decision to transform the event—once again—into a vibrant virtual experience that would protect the health and safety of attendees, presenters, sponsors and employees while providing groundbreaking insight from some of the industry’s most experienced and talented executives.

This year’s unpredictability, with its supply chain and logistical hurdles, a market that continues to shift at lightning speed, increased regulatory pressure and a hovering sense of disconnection between the field and corporate teams, meant that this year’s second Direct Selling University was even more crucial than ever before. The audience was eager for tangible action plans, straightforward strategies and new approaches—and the 30 speakers assembled for this year’s event delivered.

“Change continues to come at us fast and furious as market conditions, technology, consumer behavior and expectations continue to evolve,” said Stuart Johnson, Founder and Chief Executive Officer of Direct Selling News, NOW Technologies and Direct Selling Capital Advisors.

Amid these challenges, however, the channel experienced positive momentum, put in motion by 2020’s explosive growth. Last year, revenue within the industry reached $40 billion domestically and $180 billion globally, and there are many companies positioned to capitalize on this energy, like OPTAVIA, whose annual revenue is set to exceed $1.5 billion.

“Direct selling remains perfectly positioned to maintain and increase our growth and improve our reputations—just by continuing to do what we do best!” Johnson said.

Sharing Wisdom and Experience

Executives from more than 50 companies attended Direct Selling University for the first time, signaling a growing passion and need for shared wisdom and insight across the industry. From innovative strategies for cultivating an empowered and connected field to teaching data-backed masterclasses on the importance of diversity, inclusion and racial equity, presenters offered powerful, timeless messages that are particularly relevant and important in today’s landscape.

“At DSN, we strive to edify the channel and inform the executives that lead it,” said Shelley Rojas, Direct Selling News Publisher and Chief Brand Officer. “Direct Selling University is a big part of that goal.”

The Power of Proximity:

Kami Pentecost, Chief Networking Officer, It Works!, discussed the consequences of disconnection and offered tangible ways leaders could invest in their teams to increase performance, morale and longevity, even as in-person gatherings remain out of reach.

Living with a Longevity Mindset:

Nancy Bogart, Owner and Founder, Jordan Essentials, shared her company’s 21-year history of adjusting, adapting and overcoming the odds in order to protect the long-term vision.

Building a Legacy Brand:

Melissa Thompson, CEO and Founder, BELLAME, reflected on the company’s earliest days, and how their commitment to strategic SEO, customer research and developing their own tech platform provided momentum that has carried them through the pandemic.

The Bokeh Effect:

Mark Stastny, Chief Marketing Officer, Scentsy, encouraged leaders to sharpen their focus on what truly matters and to allow distractions to blur and fade into the background.

The Stories We Tell:

Kindra Hall, Author, Speaker and Chief Storytelling Officer, SUCCESS, illustrated how executive leaders can motivate their field from the inside out with four specific stories distributors can learn to tell themselves.

Permission to Play: Strategies to Accelerate Growth in a Digital World:

Jacob McLain, Senior Vice President and Chief Strategy Officer, MONAT Global, offered strategies that take advantage of the macrotrends presenting opportunities for the channel, and how companies can leverage and adapt to the new digital-first economy.

Connecting with Hispanic and Latino Markets:

Judith Sánchez, General Manager, JAFRA USA, explained how understanding the cultural nuances of the Hispanic and Latino markets is crucial to revenue growth and mastering the inclusive language, behavior and tone that attracts these growing populations.

Building a Social Media Brand:

Jessie Lee Ward, Coach & Rank 10 Prüvit Leader, taught corporate leaders how to leverage viral content, artificial intelligence and social media trends to ignite explosive sales growth.

Prioritize Meaningful Over Measurable:

Shama Hyder, Chief Executive Officer, Zen Media, explained why ROI is a terrible metric, and how owning the conversation and embracing dark social is crucial for success in a digital ecosystem.

Direct Selling’s Highest Potential:

Stuart Johnson, Founder and Chief Executive Officer, Direct Selling News, NOW Technologies, Direct Selling Capital Advisors, cast vision for the future of the channel and offered unique opportunities that can enhance the lives of the industry’s 120 million micro-influencers and provide enormous value to customers.

The Sales and Marketing Trojan Horse:

Jim Caldwell, Chief Marketing Officer, LifeWave, illustrated how captivating storytelling can decrease skepticism, and why word-of-mouth marketing is a sure-fire way to create unstoppable momentum.

Using Change to Propel Growth:

Chris Cicchinelli, President and Chief Executive Officer, Pure Romance, explained how the company pivoted early in the pandemic and helped employees and distributors find success in the face of fear and uncertainty.

Purpose First:

Tyler Whitehead, Chief Executive Officer, Arbonne, challenged leaders to elevate their brands by balancing people and profits, offering value without requesting a monetary exchange, and to never lose sight of their purpose.

The Business Case for Diversity, Equity and Inclusion:

Simon T. Bailey, Speaker, Author, Life Coach and Entrepreneur, delivered a masterclass on why executives should implement racial equity initiatives and hiring practices—not just because it’s the right thing to do, but because it’s a crucial business strategy for developing longevity and profitability.

Groundbreaking News, In-depth Research:

Shelley Rojas, Publisher and Chief Brand Officer, Direct Selling News, shared DSN’s mission to serve, educate and edify the channel as the go-to resource for breaking global news, emerging trends and powerful stories, and announced exciting new offerings, like the text-based DSN VIP Community, the DSN Membership Program and the DSU On-Demand Library.

The Ups and Downs of Hyper Growth:

In a special excerpt from the Direct Approach with Wayne Moorehead podcast, Jesse McKinney, Co-Founder & CEO, Red Aspen, got candid about the realities of hyper growth, technology, social selling, product rationalization and more.

Shifting Focus to the Customer:

Laura Brandt, Chief Experience Officer, IDLife, shared how transforming the company’s compensation plan, communication and ecommerce solutions to become customer-centric, increased their customer acquisition by 28 percent.

The Entrepreneurial Mindset:

In highlights from the Direct Approach with Wayne Moorehead podcast, Glenn Sanford, Founder, eXp Realty and CEO eXp World Holdings, discussed the inherent benefits and opportunities of entrepreneurship and how the conventional wisdom surrounding risk vs. reward is counterintuitive.

Experience the Future:

Joe Cannon, President, Young Living, explained how the future of business is experiential, and why showcasing the scientists and farms behind their essential oils have validated the authenticity of their products.

Stick to Your Strategy:

Heather Chastain, Founder & CEO, Bridgehead Collective, commissioned leaders to commit to their strategic plans and rally their teams around them in order to develop a consistent stream of actions that will ultimately create success.

Adapting Incentives for the New Normal:

Rolf Sorg, Chief Executive Officer & Founder, PM-International AG, shared his company’s strategies for motivating people and developing a team mindset in the face of continued pandemic lockdowns and challenges.

Putting Technology to Work:

Wayne Moorehead, Marketing, Branding, Direct-to-Consumer Industry Expert & Podcast Host, took attendees on a deep dive into all things digital, sharing the ways technology is accelerating growth in the channel and how to leverage them.

The CEO Roundtable:

In highlights from the DSN podcast, four CEOs, Joni Rogers-Kante, SeneGence; Sarah Shadonix, Scout & Cellar; Amelia Warren, Epicure; and Michele Gay, LimeLife by Alcone, engaged in a lively discussion about the importance of providing aspiring entrepreneurs a viable opportunity through direct selling.

Finding New Success:

Al Bala, President & CEO of Mannatech, shared how Mannatech has implemented a disciplined focus on business basics over the last 18 months. The result? Mannatech has become a “new” success story after nearly 30 years in business.

The Social Strategy for NOW:

Ami Perry, VP of Business Development at NOW Technologies, spoke with Rallio’s Co-Founder and CEO Chuck Goestchel and VP of Business Development, Ryan Hicks to discuss the impact of social selling on businesses and how the new NOW Social platform helps systematize, streamline and enhance social media strategies.

The Power of the Pivot:

In a special excerpt from the Direct Approach with Wayne Moorehead podcast, Dan Macuga, Chief Marketing and Communications Officer, USANA, shared insights into the “do”s and “don’t”s in building relationships with brand ambassadors, influencers and athletes.

Doubling Down on Digital:

Chris Postler, COO at Pure Romance shared the company’s approach to technology and how it plays a vital role in all aspects of their business from communication strategies to analytics with Noah Westerlund, EVP at NOW Technologies.

Competing with Online Retailers:

In a special excerpt from the Direct Approach with Wayne Moorehead episode, Danny Lee, President & CEO, 4Life, shared 4Life’s retail pricing strategy and how it turned the Amazon challenge from being the elephant in the room into a positive piece of the business that benefits everyone. DSN

The audience was eager for tangible action plans, straightforward strategies and new approaches—and the 30 speakers assembled for this year’s event delivered.

From the November 2021 issue of Direct Selling News magazine.

The post DSU: Connect & Empower first appeared on Direct Selling News.

It was a record-breaking year for the direct selling industry, with the top ten companies on the DSN Global 100 list alone growing more than $3 billion in 2020. So, it was fitting that this year’s all-virtual Direct Selling University matched that energy and enthusiasm with a record number of participants and more than 3,000 views during the initial broadcast.

But this year was not without challenges, and in what felt like a behind-the-scenes masterclass, more than 40 speakers shared powerful data-backed presentations with Direct Selling University participants, offering insight into how some of the biggest brands and most respected names in the channel drove growth and identified new opportunities while navigating uncertainty.

“2020, for all its challenges and volatility, ultimately proved itself to be a year of opportunity, transformation and growth for direct selling,” said Stuart Johnson, Founder and CEO of Direct Selling News, NOW Technologies and Direct Selling Capital Advisors. “I believe the channel has an immediate and permanent opportunity to become more mainstream if we can continue to tell our story of powerful exclusive products and a part-time, flexible opportunity in an honest, compelling and relatable way—a way that is both aspirational and attainable.”

The challenges of leading during a pandemic are surely not over, but as the channel continues to outperform many categories within the retail market and its own revenue history, many leaders see continued growth and security on the horizon.

“I’ve been a partner of this channel for over 35 years, and I am more optimistic about the future today than ever before,” Johnson said. “Direct selling ticks all the boxes for today’s aspiring entrepreneurs, and if we continue to move toward the innovations that have allowed us to grow and discard the practices that have held us back, our future really does look bright.”

Executives and Thought Leaders: Leading by Example

More than their pandemic response, direct selling executives and leaders are being called to address important societal issues through their companies and brand messaging. To offer insight into how Amway—the industry’s long-time leader—is tackling important social justice issues and addressing racism, as well as enhancing its sustainability initiatives, Amway’s Chief Reputation Officer Candace Matthews kicked off the event with practical and timely guidance for leaders.

“When we all become comfortable with being uncomfortable, that is when we can further important yet difficult conversations,” Matthews said in her presentation. “And it will take all of us to impact change. [We] must include all people and all perspectives to create a culture where we learn and grow from each other.”

In the presentations that followed, speakers sought to meet that goal by not shying away from the lessons learned through failures or complicated histories and sharing the strategies they’ve used to develop brands built on transparency, honesty and opportunity that serve those seeking an entrepreneurial path.

• Candace Matthews, Chief Reputation Officer, Amway, pointed to the ways the company is taking social justice seriously to create a more inclusive, compassionate future. Matthews also highlighted how sustainability initiatives are becoming a deciding factor for consumers.
• Orville & Heidi Thompson, Co-Founders and Co-CEOs, Scentsy, discussed how they designed a succession plan as they prepare for a three-year absence from Scentsy and how a “culture audit” can create context and understanding for companies seeking a similar, seamless transition.
• Logan Stout, Founder and CEO, IDLife, talked about the five stages we all go through, from the honeymoon phase to success, and explained why leading by example and preparing teams for adversity are crucial steps for leaders.
• Katy Holt-Larsen, President, Kyäni, shared how the company’s history of resilience and adaptability served them well amid the uncertainty of 2020 and how a partnership with the field built on mutual respect can develop an unwavering stability that allows companies to ride out volatility.
• Jason Dorsey, Gen Z & Millennials Speaker, Expert & Researcher, shared his Gen Z research and busted generational myths to help executives make data-driven decisions and adapt messaging to attract new distributors.
• Stuart Johnson, Founder & CEO, Direct Selling News, NOW Technologies, Direct Selling Capital Advisors, delivered the event’s keynote message, analyzing the industry’s successes and challenges and how to leverage the opportunities of the industry’s momentum to create a successful future grounded in integrity and honesty.
• Glenn Sanford, Founder and CEO, eXp Realty & CEO, SUCCESS, in an interview with Josh Ellis, Editor-in-Chief of SUCCESS magazine, shared his vision for how he plans to steward the assets of the SUCCESS brand and the power of personal development in the life of entrepreneurs.
• Noah Westerlund, SVP Business Development, NOW Technologies, described how to use technology, digital tools and sampling to create a rhythm of core behaviors for distributors that drives engagement, growth and sales.
• John Sanders, Founding Partner, Winston & Strawn, LLP, taught a detailed and in-depth class on the five key elements executives must focus on to protect themselves and their brands from civil litigation and FTC scrutiny.
• Suze Orman, New York Times #1 Best-Selling Personal Finance Expert, Author and Speaker, taught how people can regain control of their money, erase the shame associated with debt and build a powerful financial future.
• Kindra Hall, Author, Speaker and Chief Storytelling Officer, SUCCESS, shared how learning to uncover the negative stories we tell ourselves can provide the empowerment necessary to bust limiting beliefs and instill motivation to build a pathway to success.
• Wayne Moorehead, Marketing, Strategy & Branding Direct-to-Consumer Industry Expert, explained how leaders can update and control their company’s narrative through relevant brand messaging and strategic campaigns that engage customers.
• Amber Olson Rourke, Co-Founder and Chief Marketing & Sales Officer, Neora, detailed how Neora’s leadership navigated their complex legal history with the FTC and how sticking to their core values and delivering on their promises to customers and distributors has helped them weather the storm.
• Rayner Urdaneta, CEO, MONAT, detailed the three “C’s” of continued growth—culture, customers and consistency—and explained how confusion is the enemy of growth.
• Michele Gay, Co-Founder & Chairwoman, LimeLife by Alcone, shared her experience helping female distributors stop sabotaging their businesses by embracing empowerment, tackling their negative financial thoughts and developing a growth mindset.
• David Vanderveen, Senior Executive, International Strategy, It Works!, outlined how the industry can blend the value of the direct-to-consumer model with direct selling to support distributors, build a loyal customer base and transform how the world views the industry.
• Amelia Warren, CEO, Epicure, explained how her company’s pandemic pivot to online cooking classes and product launches combined with increased engagement with their sales force resulted in exponential growth.
• Garrett McGrath, President, ANMP, illustrated how to collaborate with the field in a way that creates a synergistic approach to new ideas, generates more enthusiasm and greater buy-in, and accounts for the generational preferences that impact communication.
• Gloria Mayfield Banks, #1 Elite Executive National Sales Director, Mary Kay, talked about the ten principles she used to create the number one team in Mary Kay while helping women become confident, loyal and ambitious.
• Sinan Tuna, CEO, Farmasi, described the lessons he learned as the company expanded from Turkey into the United States, and how Farmasi became one of the fastest-growing direct selling startups in the country.
• Travis Garza, President, Sales & Marketing, Plexus, pointed out the industry’s natural gifting for adaptation and why staying focused on innovation is essential for direct selling companies to continue to evolve and grow post-pandemic.
• Lynne Coté, President & CEO, Princess House, explained the process of realigning the company’s vision and how decisively taking action in the midst of the chaos and crisis of 2020 led to the company’s most successful year to date.
• Ami Perry, VP of Business Development, NOW Technologies, shared the findings from the company’s recent in-depth behavioral psychology study and demonstrated how the NOW platform leverages rewards, connection and a personalized e-commerce experience to create lasting, positive habits for distributors.
• Mauricio Domenzain, CEO, Immunotec, was interviewed by Heather Chastain, CEO & Founder, Bridgehead Collective and explained how Immunotec accommodates constant adaptation to prepare for sustainable growth while staying focused on the company’s goals.
• Alexy Goldstein, Founder & CEO, New U Life, interviewed by Steve Perkins, VP of Sales, New U Life, shared how the direct selling industry proved to be the most efficient line of communication to share New U Life product and testimonial stories that he believes can change lives.
• Randy Mathews, VP Global Compliance & Service Centers, Juice Plus, outlined the three elements that Juice Plus has leveraged to bolster its success and ensure its longevity: timing, clinical research and a narrow product focus.
• Debbie Bolton, Co-Founder, Norwex, shared her passion for a commitment to the Norwex core values and how companies can develop their own clear purpose to attract and retain the best people.
• Rita Davenport, Award-Winning Speaker, Author and Former President of Arbonne, explained how developing a culture of recognition and appreciation through gifts, personal connection and extravagant kindness are essential for a healthy business.
• Nathan Moore, President, North America, Mary Kay, shared how Mary Kay’s digital resources and virtual events have instigated a renewed energy and optimism within its sales force and how direct selling can leverage its strengths to become more relevant than traditional retail in this unique time.
• Melodie Nakhle, Managing Director Europe, Southern Africa, Australia & New Zealand, Amway, offered the findings from the Amway Global Entrepreneurship Report and explained how the company is using that data to design its strategies for success, including creating digitization solutions, driving social commerce, focusing on health and wellness, and providing supplemental income opportunities for entrepreneurs.
• Ray Higdon, CEO & Best-Selling Author, Higdon Group, gave executives advice on how to simplify social media training, build their online brand by generating good press and design incentives that engage even inactive distributors.
• Russ Fletcher, CEO, Xyngular, talked about how to choose and articulate the right core values and then lead an organization that authentically abides by them in both good times and bad.
• Jill Blashack Strahan, Founder & CEO, Tastefully Simple, talked about how to lead throughout the highs and lows of business, including making painful decisions and leaps of faith to drive profits and help employees and distributors thrive.
• Michael “Hutch” Hutchison, Founder & CEO, inCruises, shared his journey to creating an affordable vacation movement and how inCruises weathered the challenges of the worst year on record for travel through focusing on progress, ingenuity and determination.
• Miguel Fernandez, CEO, Tupperware, explained how technology has been a game-changer for Tupperware and how they are concentrating on the company’s founding commitments to drive its plans and nurture its relevance in the future.

This year DSU debuted an exclusive interview series featuring six industry LEGENDS, each with more than 50 years of experience in the channel—they have seen (and accomplished) it all! The Legends shared all their knowledge, insights and hopes for the future in a series of exclusive videos produced by Direct Selling News and hosted by Legends honoree John Fleming.

Videos and Podcasts of the LEGENDS series can be found under Listen & Watch.

• Jerry Brassfield, Direct Selling LEGEND, NeoLife International, shared how he implemented the philosophy of “love your neighbor, and that means everybody” over the course of his more than five-decade career, and why more regulations can help the industry be an even greater “force for good.”
• John Fleming, Direct Selling LEGEND, Avon & Direct Selling News, turned to his more than five decades of experience in the industry, and his research within the gig economy, to cast vision for ways the industry can reduce complexity and make the opportunity more appealing than ever.
• Stan Fredrick, Direct Selling LEGEND, Mannatech, Wine Shop, Saladmaster & Colesce Couture, reflected on more than 50 years of experience in the industry and how he views direct selling as a teacher that instructs people to develop the fundamental skills of influence, persuasion and leadership that are necessary for success.
• Rick Goings, Direct Selling LEGEND, Avon & Tupperware, shared lessons learned from his more than 50 years of experience in the industry and how it was his face plants and flops, rather than his accomplishments, that proved to be his most valuable drivers of success.
• Rudy Revak, Direct Selling LEGEND, Xyngular & PUREhaven, reflected on the opportunity he saw in direct selling when he began more than 50 years ago and how that opportunity is still vibrant today.
• Larry Thompson, Direct Selling LEGEND, Herbalife & PM-International, reflected on the ways he has seen the industry adapt over the last five decades and how making quick decisions to stay ahead of the curve will be key to staying relevant and competitive.

SAVE THE DATE: Direct Selling University Fall 2021 will be a hybrid event, featuring an in-person conference at the Renaissance Legacy West in Plano, Texas, October 14-15!

From the June 2021 issue of Direct Selling News magazine.

The post 2021 Direct Selling University / A Game-Changing Week first appeared on Direct Selling News.

I HAVE BEEN blessed to watch women grow in the most extraordinary ways since we began our LimeLife journey over five years ago. By many markers, LimeLife has been successful in creating a wave of empowerment. We now have over 30,000 Beauty Guides from all walks of life in nine markets, using five different currencies, and our brand has paid out over $100 million in commission to women and men across the world. Soon, that number will compound into $500 million and then $1 billion. Countless lives will be elevated.

During that journey, we have discovered the approach and behavior patterns that help women create a more joyful life. We have seen how a consistent abundant mindset, the sharing of talents and ideas, an immovable faith in ourselves, our mission and this business model can impact a person’s life. We can change the world by changing our individual worlds to support a transformation of ourselves into more confident, connected, and self-loving individuals as we grow as entrepreneurs and as inspiring members of our family and community.

For every woman who has been moved by the personal empowerment that can come from our LimeLife community, there remains those who are stalled or completely stuck. It’s not always the case that the people who find themselves in this rut aren’t trying. Many show up to the arena responsibly and yet remain unchanged. As I have witnessed this, I have suspected that there was another powerful force at work, strong enough to greatly hinder many of us during our personal empowerment journey—a power that was not as visible as the ones we can tangibly coach away. This elusive force that holds so many of us back is wrapped up in our emotions about money.

HOW DO YOU FEEL?

After this epiphany, I embarked on a mission of studying and researching how our emotions affect our approach to our finances. Over the last year, I have been conducting interviews and collecting data from over 3,000 women. I now firmly believe that the way we feel about money is one of the most significant gauges in whether or not we will be successful in anything we choose to do.

True empowerment will require you to become financially empowered, but if you try to tackle financial empowerment with planning and strategy without addressing your emotions around money, you will most likely fail. How do you create a consistent strategy around your credit card usage if the idea of going line-by-line over your bill makes your skin crawl? Before you can strategize, you have to face your emotions.

Most women harbor deep fear, anxiety, hopelessness, and apathy around the topic of finances. And these negative emotions have real consequences, including limiting your mindset, truncating your results and even causing breakdowns in relationships. To overcome these limiting mindsets and behaviors, I developed a four-step strategy to lead women to financial empowerment.

STEP 1

PUT YOUR BIG GIRL PANTYHOSE ON

When I was a little girl, my mother always made me and my sisters go to the bank with her. For that errand and that errand only, she made us put on a dress and nude pantyhose. We would drive to the bank in our light pink Cadillac—the only car big enough at the time for a family of seven—and she would push us up to the teller, her hands on our backs so that we could have a close-up view of her moving through the transaction with her deposit book and checks.

I never got to ask her why she created such pomp and circumstance around trips to the bank, but I believe she wanted to imprint on us at a young age how money demands respect, and that handling money is something women do.

According to a survey I recently conducted, only 55 percent of women are totally comfortable talking to their spouses or partners about their personal finances. And only about 30 percent of women felt totally comfortable talking about personal finances with a parent or best friend. If you’re not totally comfortable discussing finances with the person you’re building a life with, and even more uncomfortable drawing from the wisdom of the people who love you and can serve as resources, you need to open your drawer, pull out a pair of pantyhose and put them on. They may be uncomfortable, but they will definitely help you get intentional and level up.

STEP 2

BUILD A RELENTLESS ATTITUDE OF FINANCIAL HOPE AND POSSIBILITY

In 2006, a renowned psychologist named Carol Dweck discovered that an individual’s mindset could predict her future success. If individual’s thought intelligence and achievement was something they were born into, they had a fixed mindset. If individuals felt intelligence was something that could be gained through hard work, they held a growth mindset.

Fixed mindsets, Dweck found, believe that: effort is fruitless, risk should be avoided, feedback is a personal attack, life should be lived within certain boundaries, challenges are too scary and the success of others should be deemed threatening.

Individuals with growth mindsets, on the other hand, believe: effort is everything, challenges should be embraced, feedback is necessary for growth, mistakes are an essential part of learning and the success of others is inspirational.

Dr. Dweck’s research has been applied to many areas, but the outcome is always the same—a growth mindset greatly increases a person’s probability of success and leads to a more joyful life.

In our industry, that growth mindset would allow a woman to not be worried about being perfect, about making mistakes or receiving judgment from others. That growth mindset would provide her a vantage point to see how the life she was born to live exists outside of her comfort zone, and that she has what it takes to go after it. When you squarely believe in your success, you emit powerful energy, communicate with passion, tackle tasks, and strategize around that belief.

STEP 4

ACTIVELY GO FOR THAT ENVISIONED LIFE

Having a growth mindset does not mean asking the universe for things and then passively waiting for their arrival. It means waking up every day and doing the things that will make those dreams a reality. Over 54 percent of those we surveyed said they felt anxiety or hopelessness around their current finances. Two percent more—56 percent—had those same feelings when it came to their future finances. There can be no inspiration where there is no hope.

I have witnessed women try to find the aspects of LimeLife that they are most passionate about and focus on those to keep their business moving, but that is like putting a Band-Aid on a broken leg. If you work on defining an elevated life and are motivated to go after it, you will be passionate about every income-producing action step in your business.

BUILD YOUR STRATEGY

Once you’ve successfully completed these financial empowerment steps, it’s time to create a financial and business plan that will be your foundation for success. To elevate your emotions around your current finances, try daily mantras that can undo some of the fears and anxieties you discovered while dismantling your past. For example, if you recall your parents cursing every bill as they walked back from the mailbox, then you might want to make the trip to the mailbox more fun. Chalk a hopscotch board in front of it and say out loud, “I welcome bills because I have abundant resources. These utilities provide my family with heat, water, power, all of which I can easily afford and have anticipated.”

To reinforce your growth mindset about the future, surround yourself with people who share that same growth mindset. I am lucky to have so many dreamers in my life, including my husband. When he and I were in some of our darkest financial moments, he would always end financial conversations with achievable dreams. One of our favorites was searching through real estate websites for a beach house and dreaming about the trips we would take during colder seasons and the nest egg we would build. After a few years, I began to see the improbable things we discussed become present in our lives.

There are many strategies that can help you, but only you can make the necessary steps and decisions to become truly financially empowered. It’s not only important for you and your life partners to have a growth mindset about your past and present finances, but it’s important to pass this type of thinking down to any children in your life. The key is to have conversations around money that are positive, hopeful and achievable. You are not only building a foundation for your future, but for the future of all those who will follow in your footsteps. Let’s make sure the path we leave behind leads to personal and financial empowerment.

The post Face Your Finances first appeared on Direct Selling News.