Is it Time for Me to Become a Director in My Direct Sales Business?

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Discussion Overview

The thread explores the considerations and feelings surrounding the potential promotion to director within a direct sales business. Participants share their personal experiences and thoughts on the implications of such a promotion, including the associated responsibilities and challenges.

Discussion Character

  • Exploratory
  • Opinion-based
  • Anecdotal
  • Debate/contested

Main Points Raised

  • One participant expresses nervousness about promoting to director, feeling uncertain about their readiness after two years of selling.
  • Another participant mentions the importance of discussing concerns with their director, who has been supportive and recognizes their potential.
  • Several users suggest that promoting to director does not require immediate changes in current practices and can be approached gradually with guidance.
  • One participant notes feeling pressure on their director due to changes in procedures and the impact of team performance on directorship status.
  • Another participant emphasizes the importance of not giving away recruits to maintain integrity and team perception.
  • Some participants discuss the benefits of directorship, including the ability to retain downline even if the title is lost temporarily.
  • One participant raises concerns about meeting sales requirements, particularly during a move to a new area.
  • Several users mention the potential for learning and growth that comes with the promotion, framing it as an opportunity rather than a burden.
  • One participant questions why anyone would hesitate to promote to director, indicating a belief in the value of the role.

Areas of Agreement / Disagreement

Views differ on the readiness and appropriateness of promoting to director, with some participants expressing confidence in the opportunity while others voice concerns about the responsibilities and pressures involved. No clear consensus emerges regarding the decision to promote.

Contextual Notes

Participants share personal experiences and feelings related to their journeys in direct sales, particularly focusing on the transition to a leadership role and the associated challenges.

Who May Find This Useful

Consultants considering a promotion to director may find insights from others' experiences valuable as they navigate their own decisions and feelings about leadership roles.

P
pamperedchef07
Gold Member
Messages
47
Should I promote to director....I have a person who wants to sign up if I have her sign up under one of my other recruits I become a director...I'm nervous about it, how will my role change? I've only been selling for 2 years, I don't feel like I know enough to be a director.:eek:
Thanks
 
Have you talked to YOUR director about it??
 
  • Thread starter
  • #3
DebbieJ said:
Have you talked to YOUR director about it??
Click to expand...

I have--she is the one who realized it, I'm just so nervous. I NEVER thought I would ever be able to promote to director.
 
Well then she should be able to coach you through it. Just because you promote to director doesn't mean you need to immediately change what you're doing. You can ease into it with her help, especially since you are moving.
 
I'd talk to not only your director but if you are friendly with any other directors, local or on here and ask pitfalls and benefits and make a lists and decide what's best for you and your family right now.

I know it seems to me, that my director is under more "pressure" since the change in procedures that they made. It makes me feel bad when my most recent recruit (which helped my director keep her status) has stopped selling and then unless another downline or myself recruits and maintains that recruit, she's in jeopardy.

Like I said, I would talk to lots of people and make list of pros & cons.

Lisa
 
Does this potential recruit know the person you would "sign her up under"?

It is against policy to give away a recruit. In fact Jean Jonas and others at home office addressed it in a director call. If the recruit and another consultant have any kind of relationship and the recruit is interested in signing with her that is fine but we can't just give someone away to get or keep directorship. Ask yourself what that says to the recruit and the rest of the team? For one thing it makes it about you which weakens their perception of you.


As far as deciding whether to become a director when you qualify as one: Absolutely, especially under this new plan. You reap the benefits of directorship when your team performs at that level and you do not lose your downline if you "lose" the title. It is more of a struggle to be paid as director each month with the new plan but the top benefit is that no matter what you can't lose your downline so even if you lose the title you can get it back any given month.

Are you going to meetings? Having your own? You can continue to do what you're doing now or start taking more of a leadership roll in the meetings you attend or start having your own meetings - that is your option. Director or Team Leader, you are a leader and your team sees you as such.

Congratulations on building your team - keep it up!
 
  • Thread starter
  • #7
BethCooks4U said:
Does this potential recruit know the person you would "sign her up under"?

It is against policy to give away a recruit. In fact Jean Jonas and others at home office addressed it in a director call. If the recruit and another consultant have any kind of relationship and the recruit is interested in signing with her that is fine but we can't just give someone away to get or keep directorship. Ask yourself what that says to the recruit and the rest of the team? For one thing it makes it about you which weakens their perception of you.


As far as deciding whether to become a director when you qualify as one: Absolutely, especially under this new plan. You reap the benefits of directorship when your team performs at that level and you do not lose your downline if you "lose" the title. It is more of a struggle to be paid as director each month with the new plan but the top benefit is that no matter what you can't lose your downline so even if you lose the title you can get it back any given month.

Are you going to meetings? Having your own? You can continue to do what you're doing now or start taking more of a leadership roll in the meetings you attend or start having your own meetings - that is your option. Director or Team Leader, you are a leader and your team sees you as such.

Congratulations on building your team - keep it up!
Click to expand...

She knows the other person, in fact they have been friends for years and decided to sign up together. One signed up a couple days ago the other is waiting until payday.

I just worry about doing 750 in sales a month (we are moving in Nov and I don't know anyone there) thanks for the advice
 
pamperedchef07 said:
She knows the other person, in fact they have been friends for years and decided to sign up together. One signed up a couple days ago the other is waiting until payday.
Click to expand...

In that case I would always sign up one under the other just in case they want to start their own team in the future. I wouldn't even worry about my structure in that kind of scenario.:)
 
And what's the worst that happens if you DON'T make your cluster sales or personal sales? You just don't get paid as a Director that month, but at the level you already are at...so are you any worse off than you are right now? I'm not 100% on what the impact would be other than pay-rate. Look at it as an exciting opportunity for your recruit to get her first recruit! She'll be stoked and it's helping her get her business off to a great start and success. Don't focus on what it means to you. You'll learn. :)
 
  • Thread starter
  • #11
esavvymom said:
And what's the worst that happens if you DON'T make your cluster sales or personal sales? You just don't get paid as a Director that month, but at the level you already are at...so are you any worse off than you are right now?

I'm not 100% on what the impact would be other than pay-rate. Look at it as an exciting opportunity for your recruit to get her first recruit! She'll be stoked and it's helping her get her business off to a great start and success. Don't focus on what it means to you. You'll learn. :)
Click to expand...

I'll be the first to admit I have a lot of learning to do. What happens if I don't make the sales for director...I know I go back to being a team leader, is it a case of all I have to do is the 750 in sales 4000 in cluster and I am back to director?
 
Yep! Too cool!
 
kcont said:
In that case I would always sign up one under the other just in case they want to start their own team in the future. I wouldn't even worry about my structure in that kind of scenario.:)
Click to expand...

I totally agree, in fact I would encourage it to be handled that way in this case.

There were some who were advocating directors signing recruits under other recruits even if they didn't know each other to increase the # of SC's on a team when the new program started out. That's why I mentioned it.
 
Last edited:
pamperedchef07 said:
I'll be the first to admit I have a lot of learning to do. What happens if I don't make the sales for director...I know I go back to being a team leader, is it a case of all I have to do is the 750 in sales 4000 in cluster and I am back to director?
Click to expand...

If you don't meet all requirements for director in a given month you are paid at the level you do reach (SC or TL) and if you don't meet all requirements for director for 3 consecutive months your title goes back to TL.

Requirements: $750 personal sales (I know there is a waiver you can take 1 x in a rolling 12 months for this requirement); $4000 team sales (includes yours) and 4 lines submitting at least $150 with two of the lines being SC or TL lines.

If I'm not mistaken, to get paid as a TL your personal sales are still $750 per month to get the TL benefits - it's considered much more of a leadership level and has more benefits than the old FD level.
 
I just don't understand why anyone WOULDN'T promote to director! I can't wait to promote and am working SO hard towards it!! I say go for it!!!
 
I think you should go for it! You will never know unless you try!
 
I'm glad they changed the policy about losing your recruits if you need to go inactive to 6 months. That's what used to scare me.
I'm a team leader with 3 recruits getting paid as a senior consultant because I'm only working my business part time. Whenever I work my business more, I get paid more. I like the flexability.
 

Frequently Asked Questions

What are the signs that I am ready to become a Director in my direct sales business?

Some signs that you may be ready to become a Director include consistently meeting or exceeding your sales goals, having a strong customer base, and demonstrating leadership qualities by mentoring new team members. Additionally, if you feel confident in your ability to inspire and motivate others, it may be a good time to consider this step.

How do I know if I have enough team members to qualify for a Director position?

Each direct sales company has specific requirements for becoming a Director, often including a minimum number of active team members. Review your company’s guidelines to determine the exact number needed. Generally, having at least two to five active recruits who are also achieving their own sales goals can be a good benchmark.

What skills do I need to develop to be an effective Director?

To be an effective Director, you should focus on developing leadership, communication, and organizational skills. Additionally, honing your ability to train and motivate your team, manage conflicts, and set achievable goals will be crucial. Continuous learning through training programs and mentorship can also enhance these skills.

How can I support my team once I become a Director?

As a Director, you can support your team by providing regular training sessions, offering encouragement, and being available for one-on-one coaching. Creating a positive team culture, recognizing achievements, and facilitating team-building activities can also help foster a supportive environment.

What challenges should I expect when transitioning to a Director role?

Transitioning to a Director role can come with challenges such as increased responsibility, the need to manage diverse personalities, and the pressure to meet higher sales targets. You may also face time management issues as you balance your own sales with team leadership. Being prepared for these challenges and seeking support from other Directors can help you navigate this transition successfully.

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