Secrets to Mary Kay Success: Churn as Many DIQs as Fast as Possible

Are you wondering how the latest and greatest Mary Kay national sales directors got there? It’s simple. They churned DIQs (directors in qualification) fast and furious. Those who don’t make it to director really don’t matter because there are plenty of others trying. (And even though some don’t finish DIQ, they add thousands to the unit’s production so it’s still a win for the wanna-be national.)

The secret lies in the momentum that you build from all those DIQs. It gets others excited and makes the dream easier to sell. When people on their level quickly move up to “big girl” status and now qualify to do the Director Secret Handshake, it makes more consultants want to move up too (and do anything to make it happen… cha-ching!).

But getting that momentum is very difficult because the numbers in MLMs are so heavily against you . Remember a certain newer nsd saying she got five names a day, every day? That’s 35 a week, or 1,820 names a year. It took her about three years to get to the top of they pyramid, so that’s almost 5,500 people who had to be warm chattered stalked. That’s a lot of people to have to stalk on a daily, weekly, monthly, and yearly basis to move to the top of the pyramid.

And it’s not just about getting those names. It’s about getting them to “listen to the marketing plan,” sign up for Mary Kay, buy a big inventory package, and start recruiting victims of their own.

Mary Kay directors are fond of saying that keeping directorship is like trying to fill a bathtub with water while the drain is open. As fast as the water goes in, it’s going right back out. As fast as you can recruit new victims into your Mary Kay unit, consultants are leaving. (And hopefully they’re leaving even faster now, thanks to all the information available to consultants on sites like this.)

Here’s one suggestion for churning DIQs quickly. If you can get momentum, you can get there faster. What’s the difference between the hotshot new nsd’s and those “top directors” who have been languishing just under nsd forever? The ones who got to nsd got momentum. The ones who haven’t made it there are losing directors as fast as they’re making them.

This comes from Ann Vertel, a “leadership speaker” who works with people in MLMs.  She’s supposed to be one of those secrets to help you make it to the top in Mary Kay. (i.e. She makes a lot of money while directors spend a lot of money trying to find the secret.)  This was part of her training:

DIQ of the Month

One of the more frustrating, and very often surprising things for a new Director, is what happens when they offspring a Director themselves. It is exciting to see one of your Consultants succeed in DIQ. You’ve worked so hard to get her there, to get her through it.

You put in an enormous amount of energy and time and then – poof – they’re gone, along with all their production.

Now what? If you are like many Directors, you cycle up and cycle down by creating a situation in which you must start all over again. Although it makes you feel productive, it is ineffective in the long run. It is a stop-and-start roller coaster ride.

Think of creating offspring Directors as a continuous process – like a conveyor belt or a pipeline. Identify a Consultant each month that you want to groom for Directorship. You agree to work with her intensely to make it happen. She would need to recruit one qualified person a week for eight weeks.

So in two months, you could have a qualified DIQ. Start with one of your fast trackers. At the beginning of the next month, although you are still working with this Consultant, you identify the next one, the “DIQ of the Month,” and begin the process with her. Doing this consistently will prevent the stop-and-start cycle and give your unit progressive growth. Will there be months in which you do not have a Consultant ready to commit to Directorship? Of course. But the magic is in you mentally and literally creating the position of “DIQ of the Month” – it gives your Consultants a role to claim and causes you to think of it as a continuous process.

This may be how you can get to national sales director in Mary Kay, but make no mistake: You will leave a path of destruction behind you. The process of getting to nsd isn’t just about working hard. It’s about putting those below you in financial trouble, because the only way to move up is to get those in your pyramid to put in thousands of dollars toward products they have little hope of selling. That’s not an accomplishment.

12 Comments

  1. enorth

    Look at me, look at my house, look at my car, me, me, me, look at my life! It’s all about me! Look at me on my trips! Look at me on stage! me me me…look at me as I pack for seminar…look at my ring…look at my selfie and tell me how beautiful I am inside and out!

    Don’t you want to be me? You know you do!

  2. BestDecision

    Someone well known for churning DIQs, Dacia Wiegandt, is an example of an NSD who got her education to become a teacher, yet posts about the hurricane’s “debree”. Well, maybe that’s why you’re selling lipstick.

    The stupidity of these people made me so embarrassed to be a part of them. I mean, “debree”? Was autocorrect not yelling at you otherwise? It makes her look dumb as a rock. Not to mention her garish makeup and neon red hair.

    Complete fake.

    1. Neverpink

      That other blonde NSD… Pam, I think it was? Wasn’t she a teacher in a previous life? But one of the documents PinkTruth posted from her had grievous spelling and grammar mistakes. A real facepalm moment.

        1. pinkvictim

          I think Pinkpeace one time said that the vast majority of her recruits were nurses and teachers. Women who have often thankless jobs, but, more importantly, connections to lots of co-workers who might be sucked in as well.

  3. enorth

    I recall looking at the website of an NSD who had pics of her first-line (SSDs and SDs). They had their former occupations listed. About three-quarters of the group had been a nurse or a teacher; one had been a social worker.

    They exchanged steady paychecks, benefits, pensions, etc., for rhinestones.

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