A consultant account contains more figures than a new consultant needs. Most of them are designed for people with an organisation, and reading them in month two produces confusion rather than insight — largely because most of them will read zero.
The two numbers that matter early
Your own orders. What you bought and when. Genuinely useful, because the catalogue rotates roughly every three weeks and a repeat purchase may no longer be available. Checking before you promise someone a product saves an awkward conversation.
Your volume for the current period. One number, checked once per period. It tells you where you stand against any threshold that applies to you.
That is the whole list for someone in their first few months.
What to ignore for now
Structure figures, downline activity, qualification breakdowns. These become meaningful when there are people in your structure generating numbers. Until then they display zeros, and staring at zeros is a way of feeling busy rather than being informed.
Come back to them when the figures start moving for reasons that are not your own orders.
How often to look
Once per catalogue cycle. Roughly every three weeks, at the same time you look at what changed in the new catalogue.
Daily checking is the common mistake. Nothing in these numbers changes daily in a way that should alter your behaviour, and watching them closely turns an activity into a source of anxiety. New businesses look like failures when measured hourly.
What the reports cannot tell you
Whether it is working.
The figures record transactions. They do not record the things that actually predict whether this goes anywhere — whether people come back to you with questions, whether you are getting better at answering them, whether you enjoy it. Those are the leading indicators, and none of them appear in a report.
A month with no volume but three good conversations is a better month than one with a purchase and no contact. The account cannot tell you that.
On specifics
What each figure is called and how it is calculated is defined by Faberlic and differs by country and over time. For any specific number — what counts toward it, when it resets — the official materials are the source. Anything else, including summaries from other consultants, may be describing a different version of the plan.
For what to actually do with your first months, the thirty- and ninety-day plans in the business section are built around actions rather than numbers.