Tough Love & Real Talk — The Inventory Issue 

Let’s have a real, raw, heart-to-heart. Thispost may feel uncomfortable, but it’s necessary. If you’re serious about growing your Mary Kay business with integrity, sustainability, and long-term success — then we have to confront one of the biggest, most harmful issues impacting the reputation of this incredible opportunity.  It’s something that isn’t often said out loud, but needs to be. 

First, let me make this very clear.  I’m not speaking from a place of judgment — I’m speaking from experience. I feel safe addressing these issues because I’ve witnessed them both from the inside and the outside. 

I’ve seen the social media groups, read the heartbreaking testimonials, and listened to the stories of women who left this business with more regret than reward.

Pretending we don’t hear or see what’s being said online is not a good strategy. Although this isn’t happening company-wide, we must acknowledge the reality: these practices do exist in some units and, unfortunately, even in some National Areas.

This is not about painting the entire Mary Kay company with one brush. Far from it. There are countless Directors and Nationals who genuinely lead with heart, integrity, and a servant-minded spirit. 

But you know the saying — “One bad apple can spoil the whole basket.” If you want to protect and preserve the legacy of this great company, we must have the courage to call out what’s harmful, and do things the Mary Kay Ash’s way.

It’s time to model leadership that’s not just about recognition — but about reputation. Not just about numbers — but about nurturing real businesswomen. What are we talking about?

There’s a dangerous trend that continues to unfold — consultants and directors buying thousands of dollars in inventory not because they are actively selling it, but because they are chasing a prize, a goal, a title, or recognition. 

The inventory sits untouched in garages, spare rooms, or even storage units.  And for what? A prize? A round of applause at the Monday night meeting? A moment of recognition that doesn’t translate to real profit?

Let’s be honest — this practice is hurting people, and it’s hurting the business.

The Root of the Problem

There’s a long-standing culture in some areas of the Mary Kay world that subtly (or not so subtly) equates large inventory purchases with success. The logic goes something like this:

• Big orders = recognition 
• Recognition = leadership 
• Leadership = success

  But here’s what really happens:

• Big orders without customers = financial stress 
• Recognition without sales = empty achievement 
• Leadership without a solid team or customer base = burnout and disappointment

  We have to break this cycle.

Some consultants do have a large customer base and move through inventory quickly. For them, a larger initial order makes sense. But for others — especially new consultants or those without a solid sales strategy — buying inventory to “keep up appearances” or “earn a prize” is dangerous and short-sighted.

DIQ Pressure & The Trap of Buying Your Way In

This problem becomes especially pronounced during DIQ (Director in Qualification). The pressure to hit certain benchmarks can tempt consultants to place large personal orders — not because they’ve sold the product, but because they’re trying to push through to Directorship.

The result? Directors who “bought” their way in, but didn’t build the team or the systems to sustain the role. They struggle to meet production month after month. They feel constant pressure. They become discouraged. Some even step down.

Worse yet, it becomes a cycle. Consultants repeatedly submit for DIQ with weak teams, resubmitting over and over, each time hoping this round will be different — without changing the underlying structure or strategy.

The Fallout: Damaged Reputations & Public Criticism

This inventory trap doesn’t just hurt individuals — it damages the entire brand. When people feel manipulated into over-ordering, when they’re left with thousands in unsold product, they become bitter. Disillusioned. Angry.

These are the women who eventually leave the business and join anti-Mary Kay forums or Facebook groups. They share horror stories. They warn others to stay away. They blame the company, the leaders, the culture.

And while not every story is the full truth, there’s often a kernel of reality behind them — because no one helped them build a customer base. No one taught them how to sell. No one told them recognition without sales isn’t success.

The Solution: Education, Transparency & Selling Skills

Here’s what we must do — as leaders, as mentors, as businesswomen:

1. Reward Results, Not Just Orders
Recognition should be based on actual sales and customer growth — not just wholesale orders. If you’re giving prizes or public praise, take the time to understand where that product is going. Celebrate consultants who sell, not just those who buy.

2. Teach Selling Skills First
Before encouraging large inventory purchases, teach your consultants how to move product. Digital marketing, social selling, in-person appointments — whatever their style, give them tools to succeed. Show them how to get reorders. Help them build a consistent customer base.

3. Change the Narrative in DIQ
The goal of DIQ is not to hit a number — it’s to build a foundation. Encourage DIQs to focus on team building, duplication, and customer growth. Make sure their production is driven by real business activity, not desperation orders.

4. Create Safe Conversations
Allow your team to ask questions about inventory without shame. Be honest. Be transparent. Let them know it’s okay to start small and grow based on demand. Trust builds long-term loyalty.

5. Lead With Integrity
Your example sets the tone. Never pressure someone into ordering more than they’re comfortable with. Never dangle a prize in front of someone who’s struggling financially. Always ask: “Is this in her best interest?”

Final Thoughts

Mary Kay is a beautiful business when it’s done the right way. But we must stop treating inventory as the measure of success and start treating customer service, team development, and leadership as the real standards.

A consultant who sells $300 a week is stronger than one who buys $1,800 once and never sells. A team of five consistent sellers is more valuable than a team of 20 who just ordered for recognition. Real success is sustainable. Real leadership is built on trust, strategy, and service.

Let’s be the generation that builds this business back on solid ground — with truth, wisdom, and a new kind of excellence.  Your future National Area deserves it.  And so do you!