Written by Nikki

After a few years inside the pink bubble, I walked away from Mary Kay for good. I had sunk $41,000 into this so-called “business,” and after everything I witnessed, I just could not stomach it anymore.

The relentless spin wore me down. The constant pretending that everyone was successful when most were drowning in debt or quietly quitting. These women call it a business, but deep down, they know the consultants are not making money. How can you call that a business model?

If I had the chance, here are the questions I’d love to ask a Mary Kay national sales director. These questions deserve real answers:

1. Why do people really quit? You claim the most common reason is that they do not carry enough inventory, so they get discouraged when they cannot serve customers. Has anyone ever actually asked the consultants why they quit? I suspect the real reason is simpler: most people never make a profit. In your own experience, what is the most common reason you have seen consultants walk away? Do you know how many end up in debt versus making money? When you travel to recruiting events, does it bother you to know most of the people signing up will eventually fail or give up?

2. Do you honestly believe this is “dual marketing”? I have heard the line that because we buy products for one dollar and sell for two, this counts as “dual marketing.” That leaves out the whole recruiting aspect. Have you ever taken the time to learn about multi-level marketing structures? Can you explain how Mary Kay does not fit the classic MLM mold?

3. How high is the turnover, really? How often do your consultants go inactive or leave, forcing you to recruit replacements to keep production rolling? Why can’t we call it a quota when that is exactly what it is? Isn’t constant turnover a red flag for any sustainable business?

4. Is it ethical to pressure consultants to order inventory they do not need? How is it good business practice to ask someone to place an order for products they don’t need, just because you need to hit a production goal?

5. Is Mary Kay really America’s best-selling brand? Where is the proof behind this claim? Is it best selling to the consultants (we know they’re the real customer) or to actual third-party consumers?

6. What about the ever-expanding product line? Since Mary Kay started in 1963, the catalog has ballooned. It did not use to cost thousands to stock a “full store.” Did corporate simply get greedy, adding more products to boost their profits, and by extension, the orders you pressure consultants to place?

7. Can you show me a working model that is profitable without recruiting? Is there even one example of someone making a good living just selling products, not recruiting others to buy starter kits? And even though I know you might be able to show me a person here or there, is this even common?

8. What will you do to address these issues? You are in a position of influence. What action are you taking to correct these glaring problems? (I know you won’t. The current business model lines your pockets nicely. You have no motivation to change it.)

9. What will you do to stop the deception? How will you make sure that future recruits are not misled at opportunity meetings? (Again, I know you won’t stop it because it doesn’t benefit you.)

10. How will you ensure your team can actually make a profit? What concrete help will you offer to make sure consultants are not just treading water? What will you do to keep new recruits out of debt? What safeguards will you put in place to prevent women from maxing out credit cards on unsellable inventory?

These are not petty complaints. They are the questions every Mary Kay leader should have to answer (and answer honestly) before telling another woman that this is a real path to success.