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The Mary Kay Way: Timeless Principles from America's Greatest Woman Entrepreneur
 
 

The Mary Kay Way: Timeless Principles from America's Greatest Woman Entrepreneur (Hardcover)

by Mary Kay Ash (Author)
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Product details

  • Hardcover: 272 pages
  • Publisher: John Wiley & Sons (22 Aug 2008)
  • Language English
  • ISBN-10: 0470379952
  • ISBN-13: 978-0470379950
  • Product Dimensions: 23.1 x 15.5 x 2.8 cm
  • Average Customer Review: 5.0 out of 5 stars See all reviews (1 customer review)
  • Amazon.co.uk Sales Rank: 272,583 in Books (See Bestsellers in Books)
  • See Complete Table of Contents

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Product Description

Product Description
The Mary Kay Way: Timeless Principles from America′s Greatest Woman Entrepreneur is back in print and updated to reflect developments in today’s 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 Kay’s grandson, also a company executive, introduces her timeless guide to entrepreneurial success.

From the Inside Flap

"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 remember—so 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!"

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Inside This Book (Learn More)
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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The Mary Kay Way: Timeless Principles from America's Greatest Woman Entrepreneur
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Mary Kay: The Story of America's Most Dynamic Businesswoman

 

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3 of 3 people found the following review helpful:
5.0 out of 5 stars Timeless and timely management wisdom, 19 Aug 2008
By Robert Morris (Dallas, Texas) - See all my reviews
(TOP 100 REVIEWER)    (REAL NAME)   

This is a reissue of a volume that was first published in 1984 to which personal comments from 175 Independent National Sales Directors from throughout the world were added, accompanying a Foreword by Mary Kay Ash's grandson, Ryan Rogers. Frankly, I did not fully appreciate this book when it was first published and then recently, my friend Randy Mayeux presented a brief program to a local business book breakfast group here in Dallas to which I belong. He carefully explained why, of anything, Mary Kay's insights concerning effective leadership are even more relevant now than they were more than 20 years ago. So I immediately obtained a copy of this edition and now share my own reactions to it.

As with so many other prominent CEOs, Mary Kay learned most (if not all) of what she considers to be the most valuable business lessons from negative experiences, both hers and others'. Prior to opening the doors to Mary Kay Cosmetics in a 500-square-foot store front in Dallas (Friday, September 13, 1963), she had been the victim of all manner of gender biases, broken promises, betrayals of confidence, etc. From the beginning of her new company, she included The Golden Rule among its core principles. The policies and procedures she formulated all shared the same objective: To create a workplace culture that nourishes and supports everyone's personal as well as professional development. The only limits on that development would be self-imposed. Mary Kay didn't stop there, however. She was determined to do everything humanly possible to help her associates to reject or eliminate such limits. She also expected everyone else to provide such help to those in need of it.

To guide and inform such supportive efforts, she devised eight management principles:

1. Praise People to Success
2.Tear Down That Ivory Tower
3. Be a Risk-Taker
4. Be Sales-Oriented
5. Be a Problem-Solver
6. Create a Stress-Free Workplace
7. Develop and Promote people from Within
8. Keep Business in Its Proper Place.

When the Independent National Sales Directors were surveyed prior to publication of this edition, they identified #1, #7, and #8 as having had the greatest impact on their personal as well as professional development and were most critical. They also ranked the chapters of this book in terms of their importance to them and four of the 23 chapters emerged: "Help Others Get What They Want - and You'll Get What You want" (Chapter 12) " "Golden Rule Management" (Chapter 1), "The Invisible Sign" (Chapter 3), and "The Speed of the Leader Is the Speed of the Gang" (Chapter 9). "Whenever I meet someone," Mary Kay once explained, "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." Apparently it has done so for others in her organization. The company began with nine Mary Kay Independent Beauty Consultants; in 1984 when this book was first published, there were 200,000 in its sales force; today, there is a worldwide sales force of 1.8 million whose wholesale sales generate $2.4 billion.

Here are other representative examples of Mary Kay's "way" of thinking:

"A diamond bumbleee is the ultimate symbol of recognition at Mary Kay. It's the `crown jewel,' and its recipient is recognized as a queen...We think the bumblebee is a perfect symbol because, as aerodynamic engineers `proved' many years ago, the bumblebee cannot fly! Its wings are too weak, and its body is too heavy. Fortunately, the bumblebee doesn't know that and goes right on flying. At Mary Kay we teach people how to spread their wings and fly on their own. I can't think of a better way to help people."

"Enthusiasm is not just contagious - it spreads like wildfire. Employees often reflect the personalities of the company's owners. A chief executive's enthusiasm and positive personality can permeate an entire organization...Conversely, a lack of enthusiasm can produce devastating results. Hesitation and self-doubt are also contagious."

"In a well-run company that offers equal advancement opportunities for to all employees, the cream always rises to the top. In fact, a recent study of the best-managed companies in America shows that they are structured in a way that [begin italics] guarantees [end italics] the best people will be promoted to top levels of management. I view it as a sign of weakness when a company fails to develop a leadership team from within. Nothing prepares one better for the responsibilities of leadership than on-the-job training."

Although Mary Kay passed away in 2001, who she was and what she believed as well as the organization she created all live on in the lives she continues to nourish with her wisdom, her compassion, and most of all, her faith. Ben McConnell and Jackie Huba have much of value to say about how to create customer evangelists. That is certainly a worthy objective. However, as Mary Kay suggests in this remarkable book, it is perhaps even more important to create employee evangelists. That was her objective from the beginning and remains true 45 years later. Of how many other companies can that also be said?
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