The 30-Day Consultant Launch Checklist by PartyPlanRank

Days 0 to 3: before the kit lands

Hold the enrollment call within twenty four hoursBook it while the decision is still warm and keep it to thirty minutes. Good looks like her leaving the call with a date on the calendar and two names she is going to ask, not a folder of documents to read.
Write her first goal as a number, not a feelingWanting extra income is not a goal you can coach. A first month target in orders or qualifying volume is. Write it down where you can both see it and say out loud what it pays her under the plan.
Set the launch date before you hang upPick a date roughly ten days out so the kit has time to arrive. A launch with no date drifts for a fortnight and the enthusiasm goes with it. Put it in your own calendar as an appointment you are attending.
Send only the two links she actually needsThe back office sign in and the party booking guide. Everything else can wait. A new consultant sent nine resources on day one reads none of them and starts the month feeling behind.
Add her to the roster with her enrollment dateThe enrollment date is what makes her first thirty days visible later, and it is the field leaders most often skip. Without it you cannot tell whether silence in week three is normal or the start of a quit.

Days 4 to 10: kit day and the launch

Call on the day the kit arrivesNot the next morning. Kit day is the single highest energy point of the whole month and the call takes ten minutes. Open the box together on video if she is remote and pick which two products she will demonstrate.
Run the launch party with her, not for herShe invites, she opens, you cover the part she is least ready for. A leader who runs the whole thing produces a good first party and a consultant who cannot repeat it in week three.
Walk her through entering the first order herselfOrder entry is where new consultants freeze and where a leader can accidentally become permanent staff. Stay on the phone while she does one, then let her do the rest of that party's orders alone.
Name the first no before it happensTell her plainly that somebody close to her will decline, probably in the first week, and that it is not a verdict. Naming it in advance turns a private crisis into a moment she was expecting.
Confirm when her first commission actually paysNew consultants routinely expect money two weeks before the plan pays it. Give her the real date and the real basis. Nothing damages trust faster than a payment she was quietly counting on.

Days 11 to 21: the second wave

Get two more dates on her calendarBookings from bookings is the whole engine of party based selling. If the launch produced no further dates, that is the coaching conversation this week, ahead of product knowledge or anything else.
Check her volume against the plan's first qualifying lineLook at where she stands against her first title or her personal volume minimum, and tell her the gap in orders rather than in dollars. Gaps in orders sound reachable, gaps in volume sound like walls.
Introduce her to two other people on the teamPick one consultant who enrolled a few months ahead of her and one steady producer. A new consultant with two peers in the team chat stays through a bad fortnight that would otherwise end it.
Review what she is telling people about the opportunityAsk directly what she says when someone asks how much she earns. This is where income claims start, and correcting the wording in week two is far easier than unwinding a post in month six.
Confirm the autoship or minimum order setting is rightIf your plan uses one, check she has it configured to match her actual selling volume. Unwanted recurring charges are one of the quietest and most common reasons a promising new consultant walks.

Days 22 to 30: the decision point

Compare her thirty day numbers with what you set on day onePut the target and the result side by side without softening either. A consultant who missed by a little and can see exactly where usually goes again. A vague review teaches her nothing to change.
Ask out loud whether she is selling or buildingBoth are legitimate and they need different coaching. Leaders lose people by assuming everyone wants a team, and lose income by assuming nobody does. Ask in month one, then coach accordingly.
Set the next thirty day goal in writingThe second month has no kit, no launch and no novelty, which is why it needs a written number more than the first did. Set it before day thirty ends so there is no gap in momentum.
Diarize the day her qualification window closesMost plans put a deadline on a first title or a starter incentive. Put that date in your own calendar with a reminder a week ahead, because she will not be watching it and it usually pays her well.
Log what worked so the next launch starts fasterTwo lines are enough: what got her to the launch party and what nearly derailed it. After four launches the pattern is obvious and your onboarding stops being rebuilt from scratch every time.

How to use it

Use one copy per new consultant and keep it open beside the roster rather than filing it away. The stages are keyed to the kit landing, so a shipping delay moves everything by the same number of days rather than breaking the plan. Tell her that on the enrollment call and a late kit stops feeling like a bad omen.

The checklist is deliberately short on product training and long on contact points, because product knowledge is the thing your company already teaches well and consistent contact is the thing that gets skipped in a busy month. If you only manage half the items, keep kit day, the launch party, the first no conversation and the day thirty review. Those four carry most of the retention effect.

Send me the editable copy

Send yourself the editable copy and work down it with the next consultant who enrolls under you.

Questions about this document

Does this checklist work for any compensation plan?

The sequence does, because the first thirty days look similar across plans: enroll, launch, first orders, first title. The volume numbers you write into it come from your own plan, so keep the plan document beside you the first time through.

What if the starter kit arrives late?

Move the launch date rather than abandoning the checklist. Every stage is keyed to the kit landing, not to a calendar date, so a late shipment shifts the whole sequence by the same number of days. Warn her about the possibility on the enrollment call.

Should I send this to my consultants?

It is written for the leader, so give it to a consultant only once she starts building her own team. Handed over too early it reads like a list of things she is being measured against, which is not the effect you want in week one.

Run the launch, then watch what comes after it

The checklist carries a new consultant through kit day, her launch party, the first no and the day thirty review. What decides whether she is still selling in month four is whether anyone spots the week her orders stop. A demo shows the board that flags exactly that, with her enrollment date and her qualifying volume already on the line beside her name.

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The 30-day consultant launch checklist