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From Foster Care to Billionaire: 6 Lessons On Building Success from John Paul DeJoria

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Challenging life experiences have helped to form some of the most influential and successful people the world has ever seen. John Paul DeJoria is no exception to this – the self-made, billionaire entrepreneur is best known as the co-founder of world-renowned hair care business John Paul Mitchell Systems and, later, the Patrón Spirits Company. 

Who is John Paul DeJoria?

Born in 1944, DeJoria’s parents divorced when he was barely two years old. From the age of nine, DeJoria sold door-to-door Christmas cards and newspapers in an attempt to keep the family afloat. Once his mother’s financial realities were too much to bear, DeJoria and his brother were sent into foster care.

This was his first lesson in tackling challenges head-on; this only way is up attitude served him incredibly well when he first started John Paul Mitchell while living out of his car with only $700 to get the company up and running. 

Rather than let these adversities deter him, DeJoria saw these economic obstacles as an opportunity to work hard. When there was no food on the table, he sold the Christmas cards. When there were no funds available for college, he sold encyclopedias. 

He couldn’t rely on anyone else, saying, “if you expect free lunch to come your way, you’re not going to get very far, and you’ll be very bored. Go out there and do something. Get involved.”

Those were all crucial lessons learned even before starting his business with hairdresser Paul Mitchell. DeJoria, through employment at Redken and Fermodyl Hair Care, had learned the hair care business and was eventually fired from both positions, further strengthening his determination to succeed. 

Lessons in Success

Success for John Paul Mitchell Systems came from word-of-mouth selling, which attracted the attention of their first distributor, which eventually paid off the company debt. 

From there, the hair care products were shipped to numerous salons and became a million-dollar company after just two years of operation. The sheer tenacity to succeed after initial set back helped turned seed money of just $700 into a billion-dollar business.

How often do we hear stories of homeless people living out of their car, changing their circumstances, and ending up as a billionaire? But John Paul DeJoria has done just that, and the 76-year-old now has a net worth of $3.1 billion, according to Forbes.

Lesson #1: Familiarize Yourself with Rejection

One of the biggest inspirations for DeJoria during his early career was his capability to overcome rejection. He’d later say, “You’ve got to be prepared in life for a lot of rejections,” pointing to his time as a door-to-door encyclopedia salesman, as a prime example of the many doors that will be closed in your face in life.

As a consequence, he began to expect negative responses, which came to benefit him throughout his career: “You must be just as enthusiastic on door 51 as you were on door 50, even if all 50 of those doors are closed in your face for a lot of rejection, you shouldn’t let it get you down,”

Lesson #2: Don’t Let the Past Hold You Back

Letting your mistakes, background, and adversities bog you down, will only ever limit your future capabilities. As for DeJoria, he prefers to look on the brighter side, “When you’re down, most people think about the past and what got them there. That’s not going to get you anywhere. Think about what your next step is. Don’t dwell in the past—go forward,” he said.

Lesson #3: There Will Never Be a “Right Time”

DeJoria started John Paul Mitchell Systems in 1980 in one of the worst possible economic environments to start a business. Inflation was at its highest, and motorists were waiting in lines for blocks just to get to the gas station before the supply ran out. DeJoria was living in his car, completely homeless when his first backer pulled out. 

However, DeJoria and his business partner decided to press on regardless and started their business with only a borrowed $700 and an answering machine. JPMS even decided on their iconic black-and-white logo, because they simply couldn’t afford color printing.

This just goes to show that there is never a perfect time to start a business; it’s simply a case of making the best of what you have.

#4: Make Your Products and Services the Best They Can Be

“Always remember you don’t want to be in the product business. You want to be in the reorder business,” said an adamant DeJoria.

He goes on to explain that once you’ve worked hard at developing a top-class product or service that people want, you have a far better chance of retaining that customer over the long-term by seeing them as a partner to build a relationship with rather than a one-off customer.

#5: Doing Good Benefits You and Your Business

“If a business wants to stay in business, it cannot just think of today’s bottom line,” says DeJoria, “by helping others, you are creating future customers and inspiring employee loyalty,” he explains. 

Customers love to be involved with those that donate their time to inspiring others, helping the planet, and making a difference to their community. Any good company must make a commitment to help others to succeed.  

Since he started his first business in 1980, DeJoria explains that employee turnover has been less than 100, and two of those were retirements.

#6: Hard Work Still Pays Off As It Always Has

DeJoria has noted in past interviews that the millennial generation is facing a number of issues that have created an increasingly resentful attitude amongst the current working generation, such as rising student debt, dwindling economic prospects, and the difficulty in making decisions. 

DeJoria has a message for all millennials: “You can get through the hard times as long as you’re willing to work and put forth an effort and not sit back waiting on everyone else. America works, but to make it work, you’ve got to go out there, and you’ve got to do something.”

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Success Advice

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In workplaces around the world, there’s a growing gap between employers and employees and between superiors and their teams. It’s a common refrain: “People don’t leave companies, they leave bad bosses.”

While there are, of course, cases where management could do better, this isn’t just a “bad boss” problem. The relationship between leaders and employees is complex. Instead of assigning blame, we should explore practical solutions to build stronger, healthier workplaces where everyone thrives.

Why This Gap Exists

Every workplace needs someone to guide, supervise, and provide feedback. That’s essential for productivity and performance. But because there are usually far more employees than managers, dissatisfaction, fair or not, spreads quickly.

What if, instead of focusing on blame, we focused on building trust, empathy, and communication? This is where modern leadership and human-centered management can make a difference.

Tools and Techniques to Bridge the Gap

Here are proven strategies leaders and employees can use to foster stronger relationships and create a workplace where people actually want to stay.

1. Practice Mutual Empathy

Both managers and employees need to recognize they are ultimately on the same team. Leaders have to balance people and performance, and often face intense pressure to hit targets. Employees who understand this reality are more likely to cooperate and problem-solve collaboratively.

2. Maintain Professional Boundaries

Superiors should separate personal issues from professional decision-making. Consistency, fairness, and integrity build trust, and trust is the foundation of a motivated team.

3. Follow the Golden Rule

Treat people how you would like to be treated. This simple principle encourages compassion and respect, two qualities every effective leader must demonstrate.

4. Avoid Micromanagement

Micromanaging stifles creativity and damages morale. Great leaders see themselves as partners, not just bosses, and treat their teams as collaborators working toward a shared goal.

5. Empower Employees to Grow

Empowerment means giving employees responsibility that matches their capacity, and then trusting them to deliver. Encourage them to take calculated risks, learn from mistakes, and problem-solve independently. If something goes wrong, turn it into a learning opportunity, not a reprimand.

6. Communicate in All Directions

Communication shouldn’t just be top-down. Invite feedback, create open channels for suggestions, and genuinely listen to what your people have to say. Healthy upward communication closes gaps before they become conflicts.

7. Overcome Insecurities

Many leaders secretly fear being outshone by younger, more tech-savvy employees. Instead of resisting, embrace the chance to learn from them. Humility earns respect and helps the team innovate faster.

8. Invest in Coaching and Mentorship

True leaders grow other leaders. Provide mentorship, career guidance, and stretch opportunities so employees can develop new skills. Leadership is learned through experience, but guided experience is even more powerful.

9. Eliminate Favoritism

Avoid cliques and office politics. Decisions should be based on facts and fairness, not gossip. Objective, transparent decision-making builds credibility.

10. Recognize Efforts Promptly

Recognition often matters more than rewards. Publicly appreciate employees’ contributions and do so consistently and fairly. A timely “thank you” can be more motivating than a quarterly bonus.

11. Conduct Thoughtful Exit Interviews

When employees leave, treat it as an opportunity to learn. Keep interviews confidential and use the insights to improve management practices and culture.

12. Provide Leadership Development

Train managers to lead, not just supervise. Leadership development programs help shift mindsets from “command and control” to “coach and empower.” This transformation has a direct impact on morale and retention.

13. Adopt Soft Leadership Principles

Today’s workforce, largely millennials and Gen Z, value collaboration over hierarchy. Soft leadership focuses on partnership, mutual respect, and shared purpose, rather than rigid top-down control.

The Bigger Picture: HR’s Role

Mercer’s global research highlights five key priorities for organizations:

  • Build diverse talent pipelines

  • Embrace flexible work models

  • Design compelling career paths

  • Simplify HR processes

  • Redefine the value HR brings

The challenge? Employers and employees often view these priorities differently. Bridging that perception gap is just as important as bridging the relational gap between leaders and staff.

Treat Employees Like Associates, Not Just Staff

When you treat employees like partners, they bring their best selves to work. HR leaders must develop strategies to keep talent engaged, empowered, and prepared for the future.

Organizational success starts with people, always. Build the relationship with your team first, and the results will follow.

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