Mary Kay Way

The Mary Kay Way: Timeless Principles from America's Greatest Woman Entrepreneur is back in print and updated to reflect developments in todays business environment for the modern entrepreneur. You will find inspiration and real, proven success principles that represents the forty-five year old success story of Mary Kay Ash, founder Mary Kay, Inc., the cosmetics company that provides women with unlimited opportunities for success. A foreword by Mary Kays grandson, also a company executive, introduces her timeless guide to entrepreneurial success.

Auteur

MARY KAY ASH was the founder and chairman of Mary Kay Inc., one of the world's largest and most successful direct selling organizations. An academic study by Baylor University named her the greatest woman entrepreneur in American history, and the Wharton School of Business deemed her one of the most influential business leaders of modern times. Mary Kay passed away in 2001.

For more information on Mary Kay Ash or Mary Kay Inc., please visit www.marykay.com

Texte du rabat
Leaders teach. They motivate. They care. Leaders make sure that the way to success is always broad enough and straight enough for others to follow.
Mary Kay Ash

Mary Kay helped open the door for countless women throughout the world to find success on their own terms and to be their own bosses. The Mary Kay Way is her inspiring how-to manual. It explains her people-centered business philosophy and how to succeed by staying true to yourself, your values, and your customers. From The Mary Kay Way: Every person is special! I sincerely believe this. Each of us wants to feel good about ourself, but to me, it is just as important to make others feel the same way. Whenever I meet someone, I try to imagine him or her wearing an invisible sign that says: make me feel important! I respond to this sign immediately, and it works wonders. Some people, however, are so caught up in themselves that they fail to realize that the other person wants to feel important too. Once I waited in a long reception line, and when I finally got to shake hands with the company's sales manager, he treated me as if I didn't exist. I'm sure he didn't remember the incident; in fact, he probably was never aware of how much he had hurt me. Yet, after all these years, I still rememberso it obviously had a powerful impact on me. I learned an important lesson about people that day, which I have never forgotten: no matter how busy you are, you must take time to make the other person feel important!

Contenu
Foreword Ryan Rogers xiii

Editor’s Preface xix

Introduction xxi

1 Golden Rule Leadership 1
The Golden Rule is one of the world’s oldest and best-known philosophies, yet it is frequently overlooked in business circles. Mary Kay demonstrates that this rule is still powerful in today’s complicated world.

2 You Build with People 15
Leaders are dependent upon the performance of their people, and so is a company’s success. Good people are a company’s most important asset. People are more important than the plan.

3 The Invisible Sign 21
Everyone has an invisible sign hanging from his or her neck saying, ‘‘MAKE ME FEEL IMPORTANT!’’ Never forget this message when working with people.

4 Praise People to Success 29
Each of us craves to be recognized. Let people know that you appreciate their performance and they will respond by doing even better. Recognition is the most powerful of all motivating techniques.

5 The Art of Listening 39
Good leaders are good listeners. God gave us two ears and only one mouth, so we should listen twice as much as we speak. When you listen, the benefit is twofold: You receive necessary information, and you make the other person feel important.

6 Sandwich Every Bit of Criticism between Two Heavy Layers of Praise 49
Sometimes it’s necessary to let somebody know that you’re unhappy with his or her performance. But be certain to direct your criticism at the act, not the person. It is important to criticize effectively—in a positive way so that you don’t destroy morale.

7 Be a Follow-Through Person 57
Be the kind of person who can always be counted on to do what you say you’ll do. Only a small percentage of people possess follow-through ability, and they are held in high esteem by all. It’s particularly important for your team members or employees to know that you possess this rare quality and for them to think of you as a totally reliable person.

8 Enthusiasm . . . Moves Mountains! 73
Nothing great is ever achieved without enthusiasm. Leaders are enthusiastic, and enthusiasm is contagious. Interestingly, the word enthusiasm has a Greek origin meaning ‘‘God within.’’

9 The Speed of the Leader Is the Speed of the Gang 81
You must set the pace for your people. Real leaders aren’t afraid to get their hands dirty, and they set examples for others by demonstrating good work habits, displaying positive attitudes, and possessing a team spirit. True leaders establish success patterns that make everyone think success.

10 People Will Support That Which They Help to Create 93
An effective leader invites people to participate in new projects that are still in the ‘‘thinking’’ stage. By confiding in associates and seeking their opinions, they generate support at the initial stage of each new venture. It’s a fact that people often resist change when they don’t participate in the decision-making process. Some of the best leaders ‘‘plant the seed’’ that permits others to propose the idea and take credit for it!

11 An Open-Door Philosophy 107
At Mary Kay corporate headquarters, there are no titles on executives’ doors, and there is ready access to all management levels. Everyone within the Company—from mailroom clerk to chairman of the board—is a human being and is treated accordingly.

12 Help Other People Get What They Want—and You’ll Get What You Want 115
As the parable of the talents (Matthew 25: 14–30) tells us, we are meant to use and increase whatever God has given us. And when we do, we shall be given more.

13 Stick to Your Principles 125
Everything is subject to change—except one’s principles. Never, absolutely never, compromise your principles.

14 A Matter of Pride 133
Everyone within an organization should have a sense of pride in his or her work. They should also feel proud to be associated with the company. It’s a manager’s job to instill this feeling and to promote this attitude among his or her people. 15 You Can’t Rest on Your Laurels 145
Nothing wilts faster than a laurel rested upon. Every person should have a lifetime self-improvement program. In today’s fastpaced world yo...