The second part of the notes from a conference call with Mary Kay national sales director Pam Shaw.
Where I want to go next with you, connecting to the Shaw Time Advantage, is a growth focus and to give you five critical areas that count. It’s called, it’s a growth focus, growth, growth.
The five critical areas that count:
1. New Consultants added per month – 10 plus. Mary Kay herself said, If you add five to your unit a month, you’re maintaining. If you add ten a month, you’re growing. Less than ten you will not grow, you will decline.
Start at the very beginning of the month to add new people.
So 10 or more a month, 10 or more a month that you want to add, but when you get a bigger number like 15 or 20 a number that – well here’s where you stop with your number when your heart goes [tapping]. When your heart does that, that’s your number. That’s the number that you can, that makes your blood surge, that makes your face flush, that make you go oh my God how I am going to do that? You’ve got to get your arms around that number for you and then continually increase your number.
I remember when I set my number at 50 and I was like, oh my gosh 50, 50 how do I get 50 and I was focusing on getting 50 on 50 and before I know it, do you know that Gloria Mayfield Banks had added 200 unit members to her unit for one month. Make me crazy. Here’s why you want to be able to get in the position of success because the more you succeed and achieve, the more you are around other people who succeed and achieve and stretch your thinking.
And so when I had set my number at 50 and Gloria did 200, what did that do to my number? Did it make me throw my hands up in the air and go, oh I can never do it? No it didn’t do that at all. What it sharpened me to say was, she has stretched the mark one more time, so now 50 is achievable. So new Consultants added per month, never below 10, 10 or higher; what is your number? Alright?
As a Sales Director, you do have complete control. If you did nothing else and there are lots of things you that you could let go of, but focus on adding 10 new people to your unit every month. If you did just that and then focused on getting those 10, moving them as far as you could. There are Power Starts. If you do business debuts, their pearl enhancer, working through with getting them to red jacket and getting them to Star, you know if you worked as far as you could with all 10 of them you’d probably move 5 of them forward, one two three or four good steps of those things that I just mentioned.
If you did nothing else but that, you would have a growing, thriving, competitive Cadillac unit; if you consistently did that over and over. So this is a critical area and it’s my number one critical area. Never add fewer than 10 per month and totally take responsibility for making sure that 10 or more come in.
2. What is your initial average order? What do your people come in with? What do your new Consultants order when they come in? The Company’s average order is around a thousand per new Consultant. And the way you find your own average order is how many February new Consultants did you bring in, and combined how much was their initial order. So you take that total amount of production, divide it by the number of people that you brought in, and now you have an average order.
If you brought in ten new people and you had ten thousand from new production, your average order is a thousand. It’s right on queue. Okay. If it’s higher than that – good. If it’s lower than that – whoa. What are you saying to your new people about their initial order? How are you talking to them about the ability and the privilege of having inventory on shelf? What are they listening to? What do you say?
The second question is what is the caliber person that you’re bringing in? Are you bringing in some people that have resource, and again nobody died and left me in charge to say you’re in, you’re not, you’re in, you’re not. That’s not what I’m saying at all. But if you are looking at this from a business perspective you have to ask those kinds of questions.
3. The third critical area – the total new for your year. Year-long – how many new Consultant’s Beauty Agreements have you added year long and how many of them were qualified.
What would be the number that you could get your arms around? A hundred or more agreements with forty or more qualified. Well if you do a hundred agreements and you divide it out by 12 months, that’s only eight point three agreements a month. How many new recruits am I asking you to add a month? Ten. So if you added ten or more a month, that would be a hundred and twenty. So forty or more qualified.
4. It’s the percentage of new people ordering. My goal as a Sales Director was always to make sure that I had 50 percent or more of my base unit ordering – not number of orders, but ordering people – and never under 30 percent. Never under a third. If under a third of your unit is ordering every month what that says is that you do not have a consistency – a Consistency Club, or a focus on consistency, that people could be embezzling their Mary Kay monies. They may not be investing appropriately. So you want to make sure and look for this because it would be a place for you to put emphasis or even an ongoing promotion like the Consistency Club promotion if you had fewer than 50 percent ordering or no fewer than 33 percent.
5. Percentage of your new Consultants ordering. Again you want at least 50% of your new Consultants ordering (A + 1). No fewer than 33 percent. You have to make sure that either (a) you’ve got an urgency in your own orientation how you’re explaining inventory or looking at the quality of people that you’re bringing in, and being intentional about elevating both your skill and people who have resources.
And so those are the top five critical growth areas that are going to count.
The best way to succeed long term is to create 12 even months.