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DSA Successfully Lobbies Congress and White House to Clarify Independent Contractor Status for Direct Sellers

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The Direct Selling Association (DSA) announced that the House Committee on Education and the Workforce, chaired by Rep. Tim Walberg (MI-5), successfully moved The Direct Seller and Real Estate Agent Harmonization Act out of committee, marking the most significant legislative victory for the direct selling channel in decades.

The milestone vote coincided with DSA’s annual Direct Selling Day on Capitol Hill, where 85 direct sellers and executives from across the country are meeting with more than 100 elected officials to highlight the channel’s impact and advocate for independent entrepreneurs.

H.R. 3495 would explicitly define direct sellers and real estate agents as independent contractors under the Fair Labor Standards Act (FLSA), harmonizing federal law with the Internal Revenue Code, which has recognized this classification since 1982. The bill provides clarity and protection for millions of Americans who build businesses in these industries, reducing legal uncertainty and strengthening entrepreneurial opportunity.

“This is proof that advocacy works,” said Dave Grimaldi, CEO of the Direct Selling Association. “We brought entrepreneurs from across the U.S. to Capitol Hill to share their stories and explain the real-world value of this channel. Today’s committee vote is a historic win for independent workers and shows the power of collective voices. DSA and its members have pushed for this clarity for decades, and this milestone brings us closer than ever to protecting the freedom to work independently and build businesses on your own terms.”

Direct Selling Day is led by DSA to connect entrepreneurs directly with policymakers and reinforce the economic significance of direct selling, which includes $34.7 billion in annual retail sales, $111 billion in total U.S. economic impact, and $15.5 billion in tax revenue. Delegates are presenting lawmakers with research and policy briefings developed by DSA, reinforcing its role as a trusted partner to Congress and state officials.

The advancement of H.R. 3495 will amend the FLSA of 1938 to clarify the definition of employee as it relates to direct sellers and real estate agents. This momentum reflects DSA’s long-term leadership, coalition-building, and commitment to protecting micro-entrepreneurs and consumers alike.

Sevinity Enters Prelaunch with Flagship Product Eternafy

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Sevinity, founded by Kevin Fournier, announced its official prelaunch. Fornier is a 35-year industry veteran who served on the DSA Board of directors for two years and has experience scaling companies to more than $1 billion in revenue. Together with cofounders Danelle Meoli, a high-performance team builder with 15 years of global direct sales experience, and Ken Downey, a strategic operations leader, Fournier designed Sevinity to serve the whole person by combining innovative products and rewards plans with mindset and personal growth mentoring.

“I’m committed to creating a higher standard for this industry that I love—one that reflects what I believe it should stand for,” Fournier said. “With eternafy as our flagship, high-retention product, we have something truly powerful that delivers real results and validates our vision. Our mission is focused on supporting both physical health and personal development in mindset and skillset—because when you elevate the whole person, you elevate their results. The timing has never been better to build something extraordinary.”

The company will also offer Sevinity Success Suite, a business concierge system that supports leaders and fosters duplication. The suite will blend mindset mastery with business skill development to help leaders grow their confidence and their organizations.

Sevinity is currently open in the US and operating under the NFR model in Canada, with a prelaunch in Mexico scheduled for October.

Natura Announces Sale of Avon Operations in Central America and the Dominican Republic

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Natura has entered into an agreement to sell Avon’s operations in Guatemala, Nicaragua, Panama, Honduras, El Salvador and the Dominican Republic to Grupo PDC. Natura will receive $22 million with the transaction and will act as licensor of the Avon brand and product supplier.

Natura previously stated that a sale of Avon was likely within the year and was part of the company’s corporate simplification strategy, which was launched in 2022. The integration of Natura and Avon in Latin America will not be affected by this sale.

“Avon has enormous value due to its reputation, brand recognition, income generation for thousands of consultants, and deep household penetration among Latin America consumers,” said João Paulo Ferreira, Natura CEO. “We are pleased to have found a partner with extensive experience in the Central American market who will continue to drive Avon’s prosperity in close partnership with Natura.”

The transaction is expected to be finalized in October.

Pivots, Pressures and the Path Ahead

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Lessons from 18 months of change.

Listen to this story starting at 7:45 on the new, revamped The DSN Podcast. Even when your day is packed, we make it easy to stay informed, engaged and one step ahead. Listen now or read below!

Over the past 18 months, direct selling has endured one of the most turbulent periods in its modern history. Closures, pivots and private equity shakeups have fueled unease and speculation about decline. Yet the real story is far more nuanced: direct selling isn’t shrinking—it’s evolving.

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This distinction matters. If we isolate product sales alone, the trend lines are sobering. But direct selling today is far more than just products. Services—from financial and real estate to digital—have become an integral part of the channel, and their growth reshapes the narrative entirely and offers key insights for product-centric companies as well.

To understand where we are and where we’re going, it helps to take a step back and place today’s challenges in the context of larger macro forces.

The Post-COVID Competitive Landscape

Even before the upheaval ushered in by the pandemic, direct selling product sales had been essentially flat for five years. COVID-19 created a temporary surge—both in sales and distributor activity—but that lift was short-lived. As restrictions eased and subsidies ended in 2021, momentum faded, leaving a lingering slump that many companies are still working to overcome.

At the same time, the competitive landscape has grown fiercer. In the past, direct selling’s primary rivals were traditional retail and early ecommerce. Today, Amazon, Walmart, direct-to-consumer brands, influencers and social commerce platforms have permanently redefined how people buy and sell. Amazon and Walmart alone now account for more than $2 trillion in global annual sales—raising the stakes and the standards for every other channel of distribution.

Consumers demand immediacy, convenience and personalization. They don’t differentiate between channels—they shop across them fluidly. For direct selling, that means we must constantly prove our relevance, and that relevance isn’t found in our compensation plans. It’s found in our value proposition of community, culture and personal connection.

This isn’t a moment to bury our heads in the sand. The industry faces unprecedented challenges. But equally unprecedented opportunities also exist.

Closures and Their Consequences

Material closures have tested the resilience of the channel. Beautycounter’s collapse in April 2024 was the catalyst, a defining event that has echoed throughout the channel for the past year and a half, reshaping conversations about stability, sustainability and the role of compensation models.

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Brands including Thirty-One Gifts, Epicure and most recently Ruby Ribbon and Thrive Life—have exited the stage, though from a materiality standpoint, their scale was modest compared to Beautycounter.

Earlier this year, IYOVIA terminated its multi-level operations after the FTC and Nevada Attorney General filed a complaint alleging deceptive earnings claims. The case underscored how regulatory scrutiny can quickly alter the trajectory of companies in the channel.

Although this list of names is concerning, it’s vital to remember that these outcomes represent the exception—not the rule. Focusing on the material events provides a clearer picture without over-emphasizing the impact of smaller shutdowns.

Pivots Still Seeking Traction

As some brands shuttered, others sought reinvention through business model pivots—most notably by replacing traditional compensation structures with affiliate-style models. Prominent pivots include:

  • Since being forced into a single-level plan, AdvoCare has endured steady decline. Recently, however, the company has shown early signs of growth through retail, direct-to-consumer and Amazon sales, though it has not yet returned to prior strength.
  • Rodan + Fields rolled out an affiliate-style model last summer which left many of its distributors frustrated. For long-time leaders who had built significant organizations, the change meant reduced opportunity with no warning. Many in the field felt abandoned—“left high and dry”—by a shift that devalued their years of work and loyalty.
  • Earlier this year, Color Street pivoted to a two-level compensation plan then quietly added two more compensation tiers (3% and 2%) months later—a newsworthy move, though not yet transformative.
  • Counter’s relaunch under an affiliate framework this summer left many loyal field leaders disappointed. For those hoping for a meaningful rebuild, the new approach felt underwhelming and failed to reignite enthusiasm in the field.
  • Scout & Cellar also pivoted this summer, introducing a new structure with the stated intention of keeping existing sellers engaged. Leadership has emphasized inclusion and retention, but it’s too early to determine whether the new model will deliver sustainable growth.

The throughline is unmistakable: pivots just haven’t delivered material success. To state the obvious, once larger commissions are stripped out, sales decline. To date, no pivot has maintained any level of performance other than AdvoCare. If we’re wrong, please let us know.

Private Equity’s Broken Promises

If pivots have been underwhelming, private equity’s track record has been even worse.

The collapse of Modere earlier this year serves as a case study in how not to steward a direct selling company. The decisions made by Zee Capital and Cerberus on March 14 left thousands of distributors stranded, hundreds of employees without severance and even left executives abroad unable to access company credit cards. The human cost was staggering, and the reputational damage for both firms was well deserved.

Equally telling is the experience of BODi, the only major public company to attempt a compensation pivot. Because their results are public, we can see the impact in black and white. Quarterly revenue fell nearly 50 percent year-over-year following the change, and full-year guidance for 2025 now sits below $240 million, compared to $418 million in 2024—a more than 40 percent annual decline.

These numbers confirm what many suspected: pivots have not only failed to stabilize revenue, they have—in every instance—markedly accelerated decline. So, while we can clearly see that simply cutting out commissions won’t increase revenue, the question is whether it can ever stabilize revenue enough to stop the bleeding and hold ground. To date, that answer is no.

More broadly, the pattern is consistent: no amount of financial engineering can replace the core competencies of field engagement, product innovation and customer focus. Too often, private equity has prioritized short-term extraction over long-term sustainability.

The Affiliate Layering Myth

Alongside wholesale pivots, many companies have tried a subtler strategy: layering affiliate models onto traditional compensation plans. The idea was simple—create a front-end “affiliate opportunity” to attract casual product sharers, while maintaining the multi-level structure for career builders. In practice, however, this approach has not delivered meaningful results.

USANA, Nu Skin and 4Life are just some examples. Each has experimented with branding distributors as “affiliates” or offering parallel front-end earning opportunities. Yet despite investment in messaging and program design, results have been negligible. Activity may increase briefly, but there’s been no sustained revenue lift. As one executive put it candidly: “Not one needle was moved.”

The lesson is clear—affiliate layering hasn’t worked. Diluted commissions weaken field energy, while “affiliate-lite” models fail to provide enough upside to attract serious sellers. The result? Muted returns on both sides.

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Mannatech took it a step further, launching Trulu, a stand-alone affiliate arm alongside its traditional business. While innovative in theory, it added complexity without measurable impact. Similarly, Young Living introduced Wyld Notes, a single-level affiliate model designed to complement—not replace—its traditional structure. Unlike many affiliate pilots that operate in isolation, Wyld Notes transactions are attributed back into Young Living’s core compensation plan, allowing the program to enhance rather than fragment the existing system. Positioned as a way to re-engage inactive customers, Wyld Notes has made some noticeable inroads in its first six months, with 27 percent of its shoppers representing either brand-new customers or reactivations.

But none of this means that companies should abandon the concept entirely. A better path may be reframing retail commissions—clearly communicating earning potential for those who simply want to share products without building a team. Instead of bolting on “affiliate” language, companies can emphasize the simplicity and customer value already embedded in retailing.

Companies like Live Pure are actively developing ways to appeal to affiliates and influencers while maintaining their traditional compensation structure. The companies striving to bring in affiliates and influencers into the ecosystem of the channel are on the right path, but—as a channel—we are still working on the execution.

Context Matters: Growth Amid the Noise

With so many headlines focused on bankruptcies, pivots and private equity disappointments, it can be easy to believe that the entire channel is in retreat. But perspective is everything. These events, while painful, account for less than 10 percent of the product side of US direct selling.

The broader picture is far more balanced—and in many ways, encouraging. When we surveyed 100 companies generating at least $50 million in annual recurring revenue (ARR) across North America, the results told a different story:

  • 50% reported year-over-year growth of at least 2 percent.
  • 12.5% were essentially flat.
  • 37.5% saw declines.

And within the growth segment, the momentum is meaningful. In fact, 19 companies grew more than 20 percent in the first half of 2025 compared to the same period in 2024. These aren’t marginal gains; they’re the kind of double-digit growth rates that prove the channel can thrive when fundamentals are strong.

Importantly, success is not confined to one stage of maturity. Younger companies are scaling quickly with digitally native strategies. Mature players are stabilizing after years of decline and repositioning for growth. Since 2020, 25 startups have already surpassed $1 million in monthly revenue—a clear sign that innovation and momentum remain strong in the channel.

Yes, challenges remain—declining product sales at some legacy brands, pivots that have fallen flat and heavy-handed private equity strategies have unquestionably created turbulence. But those are not the only stories worth telling.

Direct selling is full of companies that are growing, innovating and building strong cultures despite a noisy environment—particularly in the services sector.

Remember that for every brand making headlines for the wrong reasons, there are others writing the next great chapter of this channel. And that’s why the correct framing is not one of decline but one of evolution and resilience.

Evolving, Not Declining

Eighteen months ago, Beautycounter’s bankruptcy sparked fears of an industry in freefall. Today, after a string of closures, pivots and private equity failures, those fears persist. But zoom out, and the story is much different.

Direct selling remains a $50 billion-plus market in the United States and more than $200 billion globally. Growth is real—companies across every stage of maturity are proving it. Innovation is alive—particularly in technology, personalization and customer engagement. And while product sales have lagged, many service-based companies are thriving.

This channel has weathered storms before. It will again. The leaders who lean into transparency, simplify their models, embrace technology and obsess over their customers will not only survive—they will define the next era of direct selling.

Our best days are not behind us. They are still ahead.

STUART JOHNSON has served the direct selling industry for nearly 40 years. His passion for the channel encompasses a broader commitment to build and connect the direct selling community through exclusive industry events such as Direct Selling University and the DSN Global Celebration. Stuart is arguably the most connected person in direct selling, building and growing a network of executives, thought leaders, strategists and innovators. His advice and counsel are sought after by leaders throughout the channel.

An Online Exclusive from Direct Selling News magazine.

New Data Shows Medifast 5 & 1 Plan Improves Metabolic Health Outcomes

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An analysis of data from Medifast, the parent company of direct selling organization OPTAVIA, from their clinical trial showed that those using the company’s Optimal Weight 5 & 1 plan preserved 98% of lean mass after 16 weeks on the program. These new findings support Medifast’s original goal of supporting metabolic health beyond simply driving weight loss.

“Metabolic dysfunction is more than just a health issue—it’s an invisible epidemic that impacts energy, mood, hormones, and long-term wellness,” said Dr. Holly Lofton, Director of the Medical Weight Management Program at NYU Grossman School of Medicine, where she serves as a practicing physician, and a member of Medifast’s Scientific Advisory Board. “When metabolic health is off, everything feels off. Today, many people are living with the daily consequences of metabolic dysfunction, often without even knowing it. It’s not just about the numbers on the scale; it can be about fatigue that keeps you from playing with your kids, weight that feels impossible to manage, or chronic conditions that chip away at your quality of life.”

This new study builds upon more than 30 research studies, 70+ peer-reviewed scientific abstract presentations and publications, and more than 30 peer-reviewed scientific publications that Medifast has already completed in its journey to advance its understanding of optimal metabolic health.

“As the metabolic health crisis has grown, we’ve gone deeper into both our own clinical trial data and the broader body of research,” said Satya Jonnalagadda, PhD, MBA, RDN, Medifast Vice President of Scientific & Clinical Affairs. “The evidence is clear: the 5 & 1 Plan doesn’t just promote healthy, quality weight loss. It unlocks a body that works better over time and improves key drivers of metabolic health.”

Mary Kay Job Shadowing Initiative Boosts Supply Chain Performance

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Cross-functional job shadowing has been a simple, but powerful tool for Mary Kay Inc. as it seeks to improve its supply chain performance. Employees within the company’s Operations and Scheduling teams at the Richard R. Rogers Manufacturing and R&D Center temporarily swapped roles over the course of a few weeks, shadowing their peers, to foster improved collaboration and innovation. The company stated that “while data and dashboards offer valuable insights, nothing compares to the clarity gained from seeing the work firsthand.”

“For us at Mary Kay, job shadowing isn’t just a learning tool – it’s a strategic advantage,” said Chaun Harper, Mary Kay Chief Supply Chain Officer. “Cross-functional job shadowing connects teams more closely to the heart of manufacturing, sparking insights that lead to smarter decisions, stronger problem-solving, and greater agility. My mission is to build a world-class Supply Chain organization, and every step we take is aligned to that bold goal.”

Experiencing each other’s workflows across operations and scheduling, colleagues were able to gain greater clarity about the demands and timing requirements that each department experiences as they work to complete projects.

“The experience was a masterclass in curiosity meeting continuous improvement, allowing both teams to literally and figuratively walk in each other’s shoes,” said Haley Buckley, Mary Kay Manager, Production Operations. “From this specific shadowing experience, the most valuable lesson I learned was how our changes impact our partners. It was a powerful lesson in empathy and broadened my understanding of how interconnected our roles are across the company.”

Those who participated in the job shadowing initiative said it made them more understanding of the challenges their peers face and believe it has positively influenced how they collaborate with their colleagues.

Zinzino Acquires Bodē Pro

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Zinzino acquired the rights to the distributor database and associated customer register, inventory, and IP rights of the US-based direct sales company Bodē Pro through an asset acquisition. This is another strategic step in Zinzino’s growth plans, which focus on improving personal health and well-being on a global level with innovative biotechnology and a product portfolio marketed through direct sales.

Bodē Pro is a global direct sales company in the health segment, operating primarily in North America and Japan. Its brand portfolio offers a range of products in the health and wellness sector. The business has a total annual turnover of approximately $7 million. The collaboration with Zinzino is expected to add growth through the synergies that arise in the joint networks, combined with Zinzino’s test-based product concept and Bodē Pro’s innovative product range.

The partnership is also expected to accelerate Zinzino’s expansion in Japan. Approximately 55 percent of Bodē Pro’s total revenue currently comes from the Japanese market.

According to the asset purchase agreement, Zinzino will pay a fixed purchase price of $2 million upon completion, of which 50 percent will be settled through newly issued Zinzino shares. In addition, there will be a deferred purchase price of $0.4 million and additional purchase prices based on future sales development, which at maximum outcome may amount to $3.6 million. The additional purchase price shall be settled in full with newly issued Zinzino shares. The cash portion of the purchase price shall be paid from the company’s own cash reserves.

“Individualized advice and tailored solutions are the future, and not just in health and wellness,” says Dag Bergheim Pettersen, CEO of Zinzino. Together with BK Boreyko, CEO and founder of Bodē Pro, “Together, we have many years of combined industry experience and everything it takes to drive the modern, personalized shopping experience through direct sales.”

This acquisition follows other strategic acquisitions for Zinzino, including VMA Life in 2020, Enhanzz in 2022, Xelliss and ACN in 2024 and asset acquisitions of Zurvita, Valentus and Ecosystem in 2025.

Boomers Are the New Screen Addicts

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Although they lived most of their lifetimes analog, Baby Boomers are now showing signs of struggling with digital overuse. A new poll of adults aged 59 to 77, conducted by Addiction Resource, shows that almost half of adults in this demographic now spend more than three hours a day on their smartphones.

This is a sharp shift from recent years when older generations pushed back against technology and were known among marketers as the most digital resistant. Now, according to the study, Baby Boomers are showing compulsive behavior when it comes to their electronics. Almost a quarter (20%) of Baby Boomers in the study said they spend more than five hours a day on their smartphones and 40% said they felt anxious or uncomfortable when they were separated or did not have access to their preferred digital device.

This emotional dependence mimics what older generations have criticized about their younger counterparts: an emotional dependence on technology and an addiction to its use. When asked if they had tried to reduce their screen time in the past year, half (50%) said no, while 30% said they had tried and failed.

Partner.Co Wins Six International Business Awards

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Partner.Co was recognized at the International Business Awards for its recent brand renovation and visionary events, webcasts and marketing campaigns. In total, Partner.Co was honored with six awards, known as Stevies, including:

  • Gold – Marketing Executive of the Year | Mark Patterson, CMO
    Patterson led the company through an ambitious rebranding effort and launched a new brand platform, a globally optimized website and spearheaded a bold creative direction for the brand.
  • Gold – Events & Webcasts | PXP’24 | The Partner.Co Experience Highlight Video
    This highlight video captured the brand’s energy and culture in the span of a few minutes and is an important tool for recruiting.
  • Gold – Corporate & Community – Partner Engagement Event | PXP’24 | The Partner.Co Experience
    PXP’24 created a high-energy, immersive experience to celebrate success and launch new products.
  • Gold – Corporate Overview | Partner.Co 2024 Year in Review Video
    This Year in Review video offers a professional, polished way to illustrate message positioning and start conversations with prospects.
  • Silver – Re-Branding/Brand Renovation of the Year | The Partner.Co Website
    The modern and intuitive design of the new website was designed to build credibility and trust with customers.
  • Silver – Marketing Campaign of the Year – Health, Fitness & Wellness | Introducing AbVantage Hip and Waist Reducer
    A combination of storytelling and science, the AbVantage campaign utilizes explainer videos, infographics, social media content and more to educate prospects and generate sales.

“From a prospect’s first click on the website to the energy of PXP or the messaging of a product launch, everything we create is meant to give Partners an edge,” said Mark Patterson, Partner.Co Chief Marketing Officer. “Our eyes are always looking up, because our only goal is to make everything better than we’ve done before so that our Brand Partners can achieve success and live out their dreams.”

Mary Kay Hosts Women of Innovation Summit at Southern Methodist University

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At the tenth annual DFW Startup Week, Mary Kay Inc., in partnership with the DEC Network and Southern Methodist University’s (SMU) Cox School’s Spears Institute for Entrepreneurial Leadership, supported women entrepreneurs at the Women of Innovation Summit. The summit, which was presented by Mary Kay, focused on offering women entrepreneurs pathways and a platform for economic success, networking, education and engaging investors.

Through DFW Startup Week, Mary Kay worked to amplify women’s entrepreneurial ventures and create more equitable access to resources and networks.

“For more than 60 years, Mary Kay has been empowering women to take control of their futures through entrepreneurship,” said Virginie Naigeon-Malek, with Corporate Communications and CSR at Mary Kay. “Our independent beauty consultants receive from Mary Kay not only the innovative tools to run their own businesses in person and digitally, but also world-class education to propel them to thrive in a competitive marketplace. The Women of Innovation Summit reflects that same spirit – providing a platform where women can connect, learn, and grow. When women succeed as entrepreneurs, they uplift their families, strengthen communities, and contribute to vibrant local and global economies.”

Scout & Cellar Announces Strategic Shopify Integration

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Scout & Cellar launched a “strategic technology upgrade” with its new Shopify integration. The addition of Shopify is expected to modernize the consultant experience and streamline processes and is part of the company’s 8th anniversary celebration.

The company stated that the Shopify integration is an effort “not just to adapt, but to rewrite the playbook for the direct sales model. Scout & Cellar has already been offering a simplified earnings plan with higher commissions and rolled out major operational improvements that allow wine to ship to customers in days instead of weeks.

“Reaching our 8-year anniversary is a testament to the passionate community we’ve built around Clean-Crafted wine,” said Sarah Shadonix, Scout & Cellar Founder. “By combining our commitment to a higher standard of wine with innovative technology and a purpose-driven mission, we are setting a new standard for both the wine and direct sales industries.”

Scout & Cellar stated it would be introducing exclusive perks for independent consultants, including 10% off products, free shipping and access to a private community app designed to foster connection and support.

Master Your Messaging

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Implement these simple strategies to make sure your communications are crystal clear.

Listen to this story on the new, revamped The DSN Podcast. Even when your day is packed, we make it easy to stay informed, engaged and one step ahead. Listen now or read below!

As a direct selling company executive, you likely spend a lot of time speaking onstage and talking to people. Some of you have also spent time talking to the media. Chances are excellent that you’ve received media training to prepare you for those situations.

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During Direct Selling University (DSU), I led a mini media-training workshop for direct selling leaders, incorporating elements of the Spaeth Method, the cornerstone of our client media and communications training.

This approach is designed to help business leaders understand how to reach all their different audiences effectively, by focusing on what you want your audience to hear, believe and remember.

Never, never, never repeat the negative. When you deny the negative, the listener hears just the opposite.

Words Matter

Words stick in people’s minds. If you’re the company spokesperson, whether you’re talking to the media, your independent sales force or employees, whether you’re talking on social channels or in person, what you say and the words you use matter.

It sounds so simple, but it makes a big difference. Yet, this communications rule is often ignored.

Here’s a prime example: The Dallas Mavericks basketball team recently made a gigantic mistake. First, they traded their star player, Luka Doncic, to the Los Angeles Lakers. Second—and worst of all—they underestimated how angry everybody in Dallas would be. In an interview, former Mavs owner Mark Cuban said, “Yeah, you’re going to make mistakes. And, you know, I think the biggest challenge that the Mavs have right now is there’s nobody who’s going to communicate.”

It’s not so much what you do as how you communicate what you do and why you do it. That’s your challenge.

The Influence Model

The Influence Model™ is a key element of Spaeth Training, powered by Sunwest Communications, a copyrighted communications training system developed by Merrie Spaeth, the owner of Spaeth Communications for 30 years and, before that, director of media relations for President Ronald Reagan. I’ve long been a Merrie fan and am now fortunate to count her as a Sunwest Communications colleague.

This technique focuses on the words you choose to ensure your audience leaves remembering what you want them to believe. And that they hear it; they remember it; and they believe it—and ultimately, pass it on.

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Who’s Your Audience?

Always ask yourself, who is your target audience? What is your target audience? Is it your independent sales force? Employees? Regulators? The general public? Knowing who you’re talking to and who you’re trying to reach is always key.

How are you connecting with them? There are formal and informal communication networks. Formal networks are those you control: marketing and advertising, the corporate website, presentations and newsletters.

Informal networks are any communications and conversations you don’t control. They are powerful, credible routes for communicating your messages. These include the local, national or global media and verbal encounters like meetings, speeches and person-to-person communication.

Good Word-Bad Word Drill

The Good Word-Bad Word drill is a key component of the Influence Model training.

It is astounding how many experienced communicators forget to use their good words—key, positive words. When leaders forget to use good words, they don’t enlist their audience to truly understand what they’re talking about, to hear, to believe and to remember.

They also forget to avoid using bad words, which have negative connotations.

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What are the bad words used to describe direct selling? A pyramid scheme? It’s one of the bad words other people use to disparage our channel. But…have we used it ourselves (and to our detriment)? Yes!

When someone says, “Are you a pyramid scheme?” the response often reflexively repeats the negative. “No, we are not a pyramid scheme.” We tend to pick up and repeat the words we hear.

Bad words, of course, are negative words that you repeat. This is exactly what we’re trying to avoid. Never, never, never repeat the negative. When you deny the negative, the listener hears just the opposite.

DSU attendees used other good and bad words during this exercise.

Some of the most famous examples that illustrate this tenet came out of the mouths of powerful, skilled communicators. Their denial of the negative—repeating bad words in response to questions from the media—live on forever:

  • “I am not a crook.” —Richard Nixon
  • “I did not have sexual relations with that woman.” —Bill Clinton
  • “I am not a bully.” —Chris Christie

And there are other less famous but memorable denials:

  • “Creepy is as creepy does.” —Joe McGinnis, reporter and Sarah Palin’s neighbor

Is he creepy? Did he move close to Sarah Palin to be creepy—even though he says he didn’t? During an interview with CBS, he repeated the bad word “creepy” multiple times. This example is creepily memorable.

  • “Football is not in a crisis.” —Gianni Infantino, FIFA President
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During a FIFA press conference, the spokesperson repeated “crisis” five times! Well, when you’re on your phone, and you’re watching this clip, or if you’re a traditional news watcher and you’re making dinner when you hear him say this, you’re going to walk away absolutely thinking, “FIFA is in a crisis.” This is exactly the opposite of what the FIFA president wants you to hear, believe and remember.

These “bad” words are what we remember…and what reporters feature in headlines.

And then there’s the piling on of bad words. Let’s go back to the Mavs’ maligned (to this day) trade of Luka Doncic. A few weeks later, Southwest Airlines announced that their long-standing “bags fly free” policy was ending. A lot of customers were really upset, really disappointed, but they’re loyalists. We love Southwest Airlines.

But then Southwest posts on social media: “Hey, it’s not like we traded Luka, right?”

Wrong!

“Get over it”—that’s what they’re saying. Get over it. It wasn’t that bad.

This communication really backfired in a way the airline didn’t intend.

Enlisting Your Audience

We want to enlist our audiences to pass on the message that we want them to pass on. It sounds so simple. Don’t repeat the negative. Use positive words. Say things that you want people to hear, remember and believe.

But it isn’t easy in practice. Having been on the other side of the camera, I can tell you that when someone asks, “Are you a pyramid scheme?” the first reflexive thing you want to do is say, “No, we are not a pyramid scheme.” It’s not the message we want to pass on to our audience. It’s the exact opposite of what we should do.

As you already know, your first audience is your independent distributors. They are your most important ambassadors, as are your corporate employees.

FedEx has successfully utilized its employees as brand ambassadors. Behind that success is effective communication of the company’s customer service plank, the Purple Promise, I will make every FedEx experience outstanding. FedEx does this intentionally, repeatedly sharing stories about employees demonstrating the Purple Promise.

Many of you already do this with your independent distributors. You accentuate the positive. You tell a story, giving a character a name, someone with a face, a story that your audience will remember, believe and pass on.

If you’re talking to a reporter or an angry distributor who doesn’t like that their favorite product has been discontinued; that you’ve revised the compensation model; or any other change they don’t like, how do we—as leaders—communicate to ensure that our message gets across so that people hear what we want them to hear, remember it and believe it?

The Acknowledgment Technique

First and foremost, you can’t simply ignore the question and move into your positive message. Particularly if somebody is angry, you must acknowledge every single question.

Did you know that there are only three answers to a question? Yes. No. Maybe.

The acknowledgment technique responds to the reporter’s question without being constrained by the question.

Your acknowledgment phrase:

  • No, not exactly.
  • Yes and no.
  • It’s more complicated than that.

Your key message: The response you want to give. Key messages or headlines use good words as the backbone of the response you want to give. Headlines are short, memorable and make a claim. This technique is responsive to the reporter’s question without being constrained by the question.

Acknowledge the question, then proceed to your headline. Lastly, include some key facts or proof points to back up your headline’s claim. Use your good words. And remember, never repeat the negative. Good words rule. Bad words are out.

Crayton Webb owns Dallas-based Sunwest Communications. He led the Mary Kay global corporate communications team for 12 years. Spaeth Training, powered by Sunwest Communications, is a strategic consulting, media and speaker training and crisis communication practice.

From the September/October 2025 issue of Direct Selling News magazine.