August 13, 2024 • 23 mins
How do you transform a small beauty business into a thriving enterprise? Join us as we chat with Christi Newell, the visionary owner of A Glo Spa and Salon Co, who has done exactly that. Discover how Christi grew her salon from a team of six in 1999 to a bustling business with 45 employees through innovative leadership strategies.
You'll learn how Christi identifies and nurtures individual talents within her team, creating advanced positions that keep her employees engaged and motivated.
Tune in to learn how creating a safe space for idea-sharing and accountability can transform your business environment.
Conversation highlights:
1:02 A Glo Spa & Salon's growth journey
2:33 Developing leaders in your beauty business
4:20 How developing leaders helps with employee retention
6:20 How developing leaders helps your business grow
8:59 Becoming the visionary of your business
11:59 Empowering your team to take the lead
16:57 Creating a culture of accountability
19:56 Christi's advice for salon/spa owners hesitant to invest in leadership development
Watch the video version of this podcast: https://youtu.be/fnZxaxLZ-k0
To learn more about how Strategies can help you create more profit, fun, and growth potential for you, your business, and your team, schedule a free 60-minute strategy session:
Schedule a free 60-minute strategy session: https://strategies.com/free-coaching-session
Strategies: https://www.strategies.com
Salon/Spa Business Coaching: https://strategies.com/memberships/
In-Person Salon/Spa Seminars: https://strategies.com/seminars/
Podcast: https://strategies.com/podcast/
Instagram: https://www.instagram.com/strategies4biz/
Facebook: https://www.facebook.com/strategies
TikTok: https://www.tiktok.com/@strategies4biz
The Beauty Business Strategies Podcast is designed to give salon, spa, medspa, barbershop, and lash studio owners, just like you, quick tips to make more money, inspire your team, and create world-class client experiences.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Welcome to the Beauty Business Strategies Podcast.
I'm Christy Hardy and today Iam joined with a special guest,
christy Newell, so we're doubleChristy-ing.
Today, christy is the owner ofAglow Spa and Salon and we are
going to be talking aboutleadership and creating an
incredible environment toenhance and produce incredible
(00:22):
leaders within our beautybusiness.
So welcome, christy, I'm soexcited to have you here today.
Thank you so much for having me, and it's always so weird for
me to go hello, christy.
Speaker 2 (00:31):
I know Christy.
I know I keep hearing Christytoo when I'm turning to look.
Speaker 1 (00:37):
Absolutely.
We are so honored to have youhere with us.
Thank you, I'm so honored to behere to be part of this so
we're going to talk a little bitabout leadership, but I want to
start with tell me a little bitabout a glow yeah, how it kind
of evolved, what your team islike, because I think that's
going to be really important forour viewers and our listeners
to understand, kind of like helpthem paint a picture of how you
(00:59):
created this need forleadership.
Speaker 2 (01:01):
Mm.
Hmm, we, a glow sw Salonstarted as a different name in a
different location back in 1999with six employees.
We currently have 45 employees.
Wow.
So yeah, so it's like a ton ofgrowth, but the biggest growth
has come in the last 10 years,since we started working with
Strategies.
Okay, so 10 years ago we had 22employees, I believe.
So 10 years ago we had 22employees, I believe.
(01:24):
So we have doubled.
In that amount of time, that isawesome.
Speaker 1 (01:28):
Now you've switched, you've transitioned, you are a
team-based pay model, correct?
Speaker 2 (01:32):
Yes.
Speaker 1 (01:33):
And tell me a little bit about how that impacted your
business.
Oh, my word.
Speaker 2 (01:37):
So I, if you heard well, when we did the awards
last year, I ended up getting onstage telling a little bit
about how I bootleggedstrategies information for quite
some time.
So we went team-based payprobably 20 years ago at least
(02:00):
15, 20 years ago and switchedover to that model, but I did
not have the culture piece atthat time.
Speaker 1 (02:07):
The system, yes, yes.
Speaker 2 (02:09):
So 10 years ago is when we actually signed up and
did the coaching, and that'swhen the magic started to happen
.
Tell us a little bit about that.
So it was growth, it wassystems, it was looking through
the windshield instead of therearview mirror, and just having
that support was incredible.
Speaker 1 (02:28):
That is awesome.
Well, we are glad that you arepart of Strategies and
Team-Based Pay.
Thank you.
But what we really want to talkabout today is I want to hear
from Christy about herleadership team and how you have
designed very much designed anenvironment where leadership,
not only in yourself but in yourteam members, is a priority.
(02:48):
Why did you feel like youneeded to create a leadership
team?
Speaker 2 (02:52):
We were growing quickly.
I was completely overwhelmedand just couldn't do it on my
own.
Also, just, I love the idea ofpouring into others, watching
others be able to grow, usetheir gifts and talents, and so
I started to just approacheverything like how do we
develop leaders?
Yeah, and yeah, so that wasreally the start of it anyway.
(03:16):
Yeah, so how do you developleaders?
Yeah, so I don't have an exactscience to it.
Okay, I like it.
Yeah, it's really just awatching people's performance.
You know how do they rise tothe top, like who are the people
?
And then literally creating aposition for them.
(03:37):
That is an advanced position.
Love it, and so then, strategieshas allowed that to happen
because they're paid hourly soyou can give them projects, you
can do everything.
They don't have to be hands-onand you're worried about pulling
them off the books and thingslike that.
That's been great.
So, watching that and then alsoknowing what always looking at
(03:59):
when Neil talks about likewhat's your exit strategy Like,
what am I doing all by myself?
What do other people like?
What can your exit strategyLike?
What am I doing all by myself?
What do other people like?
What can they take?
Take off my plate?
So lots of discussions aboutwhat's on your plate.
What now can you push off ontosomeone else that will help them
to grow, and so that's been solike the most rewarding part of
being an owner now, yeah.
Speaker 1 (04:21):
I love that.
We did that, something similar,and I was a general manager, so
I got to work side by side withan owner who did something very
similar, where she would findwhat our strengths were and then
do exactly what you said createa position of leadership and
growth opportunity within thebusiness.
Because what we wererecognizing, and as we continued
(04:41):
to grow, was people can getstuck.
They can get stuck behind thechair, they can get stuck in a
treatment room, they can getstuck in a cycle and then fall
out of love?
with what?
Speaker 3 (04:51):
we do.
Speaker 1 (04:52):
So when we can pull that information of where is
their strength and be able tocreate something that is
opportunity.
Speaker 2 (05:00):
Yes, yes, you're so right, because that's where they
would start to get kind ofbored and you would see it and
I'm like they're going to leave,like because they're going to
want more.
So how do we create that here?
So that is one little filter.
We started to run thingsthrough like what would make
this your dream job to stay?
Here forever you know, or or aslong as it still fits you and
your, your life, and what you'recraving and hungry for.
Speaker 1 (05:25):
Now, are most of your leaders service providers as
well, or do you have some thatare strictly in leadership?
How did they evolve?
To your leaders it's alldifferent.
Speaker 2 (05:33):
It's been through front desk and we've created
guest care managers.
It's been service providers.
So initially it started withdepartment like your little
leader in each area.
So we do hair, skin, nails,massage, and then have a guest
care team and so just likeletting like, their first little
responsibility would be do theorder and, you know, help train
(05:56):
the people in that department,and that's how it started.
Well, that expanded even moreand so then, as they were
growing, then they were pushingthat they were seeing the next
person that would come up thatcould do that, and then they
were moving higher into thecompany, being involved in more
administrative things too.
So most of them who wereservice providers do still
service provide, but much lessless than half time.
Speaker 1 (06:20):
So how do you feel personally that having these key
leadership roles have made youa better leader and have made
the growth for a glow reallyhappen?
Speaker 2 (06:32):
I get to have a lot more fun.
So just I feel this release ofwell, there's a few things.
It's the pride in watching themgrow, yeah.
Speaker 3 (06:46):
And having those like proud mama moments, yes, where
I'm just like oh my goodness,it's so neat to see that.
Speaker 2 (06:52):
And then also the release.
We've experienced incrediblegrowth like quadrupled our
business since we startedcoaching and doing all that and
I do believe it's from theleaders being involved and being
able to spill it, because youcan grow exponentially when
you've got more people doing thework.
Like if it was just me, stillI'd be a stressed out mess and
(07:14):
we wouldn't have grown like wehave.
Absolutely.
Speaker 1 (07:17):
When we think about trying to do it by ourselves, it
is completely overwhelming.
It's totally overwhelmingRolling that boulder up the hill
.
Speaker 2 (07:24):
You cannot do it by yourself.
Speaker 1 (07:25):
You have to have that team with you.
Speaker 2 (07:27):
Yeah, and I've joked how I used to try to quit my job
all the time, like I'd walk inand try to put in my two weeks
notice at the team meetingbecause I was just so
overwhelmed.
And to be 25 years in now andbe loving it more than I ever
did, even in the beginning, I'mlike giddy.
So I'm getting called squirrelyby people because I'm having so
(07:49):
much fun and so proud.
And it's not always like that.
Like there's people that comeand go and then you're like
uh-oh, what are we going to do?
And then so some people arelike I put a leader in place and
then they leave and thathappens.
People come and go and soholding on loosely has been
really wonderful, knowing likewe get them for this part of
(08:11):
their journey and if it's not usforever, that's okay, because
something else will happen andit's room for other people to
move into things.
And we've literally had like ageneral manager that I loved
move away and we took herposition and divvied it out to
everybody until the next personrose to that role.
That's huge.
Speaker 1 (08:31):
That was so, instead of trying to pinpoint someone
else or we now have an openingfor a general manager.
Speaker 2 (08:38):
Someone apply.
We didn't do it, we justdivvied it out.
We do the same thing whensomeone goes on maternity leave.
Take your duties and choose whoare the best people you think
to do that, and it gives anopportunity for people to come
forward with.
I would love to do that, or I'mvery interested in that, and
it's so much fun.
Speaker 1 (08:58):
That's awesome.
I think the most importantthing for a leader, a business
owner, is to continue to be thevisionary.
Yes, and with having theleadership team in place, it
allows you to be the visionary.
I know you joke about, like youknow, and I get to be squirrely
and have fun, but it's reallythat you get to keep that vision
(09:18):
alive for your entire team.
Yes, and I think, withoutreally keeping the vision, it
doesn't matter what people wehave in place, right, if we
don't have a destination.
Yes, and you get to be the I.
There's our destination, here'sthe star on the map, and you
get these wonderful leaders inplace that are like I got you.
(09:38):
I got your GPS I see what you'reseeing and I can help you get
there.
Yes, that is incredible.
Speaker 2 (09:44):
It's.
It's so great and I do.
I have a like.
My brain is now allowed to gointo more visionary because they
are taking care of the dailytasks.
They're taking care and it'salso um recognizing where, like
what part do I not thrive inwhen I'm doing that?
Speaker 3 (10:01):
So I'll give an example.
Speaker 2 (10:03):
Please do One-on-ones for me.
I love people.
I could chat all day long withpeople one-on-one, but to do the
consistent, like follow-through, and meet with them, I would
find myself incredibly drained.
And so my general manager,laura, ended up saying I think
you're the person to do theone-on-ones and she said I would
love to the growth that hashappened from that.
(10:25):
Recognizing her gift andallowing that to be done by her
and she's thriving and gainsenergy from it, where I was
drained, has been the best thingever.
And so then I can just bringlittle things to her that I see,
and then she implements anddoes all the she's much better
with follow through.
Speaker 1 (10:42):
I love it, yeah, because you get to be the
visionary.
Speaker 2 (10:47):
Exactly.
Then I get to still do thevisionary things, and so another
thing that I've done.
So we do leadership meetingsweekly and we are very faithful
with those.
They're two hours long, we havefive people in the room.
We invite people for portionsof it instead of having them sit
there the whole time if itdoesn't pertain to their job.
They're so honored to get tocome in that leadership meeting
so it's really fun.
And then we go througheverything that we need to go
(11:09):
through for the week and soeveryone's informed, at least if
there's questions out on thefloor.
They have an idea of what'sgoing on and where the company
is going, and then they can leadthat way.
And I joke with them when I saymy goal is to be the dumbest
person in this room, because ifI know more than you do with the
job that you're leading, thenI'm doing something wrong,
(11:30):
because I don't have to do thedaily operations anymore.
I could.
If I had to, I would step inwhen the need is there, in case
of emergency you break glass incase of emergency Christy can
call back out.
Speaker 1 (11:41):
Yes.
Speaker 2 (11:41):
And I won't be great at it, I'll be really slow, but
I'll limp along and be able tohave just enough knowledge to be
able to do it.
But I don't need all the nittygritty of all of it, and then I
can just let them, and then Ialso don't micromanage them.
So, yeah, so the process of thewhole thing is and I don't know
if I should go here- or not.
Speaker 1 (12:04):
Yeah, let's go, people want to hear about it.
Speaker 2 (12:05):
Okay, so to share, like you know, as owners,
sometimes you're, like you know,are you a control freak?
Do you have too much control?
I literally went and had wentto a counselor and had
temperament testing.
Oh wow, Like it was.
Like this whole other thing.
Other thing I know there's somany cool assessments out there
too.
Those have been so valuable forour team and for our leadership
team and how to communicatewith our team.
(12:27):
But anyway, I did this one andrealized I was not a control
freak, but I just needed to bein the know and I said that's it
.
I just need to know what'sgoing on as the visionary, and I
ended up doing that.
So then I was like, okay, justinform me what's going on, and
then I'm going to let you runwith it and then, as you're
learning how to do it, we'regoing to review it together and
(12:49):
then I'll release you when Iknow you've got it, and then,
when the weird things come up,just bring it to me and we'll go
through it together.
There's nothing better thanbeing able to throw your hands
up and go good, you've got it.
Go like, just go.
Speaker 3 (13:06):
Yeah, it's so empowering.
Speaker 1 (13:07):
It is.
You know you really watchpeople thrive and grow
themselves when they areempowered to make change, yes,
and to have a part of leadership.
It's, it's.
It was a game changer for metoo.
I felt like I.
I knew I wasn't the owner ofthe business.
That was not my job, but I feltthat this business was also part
of me and I was part of thisbusiness and I spoke of it.
(13:28):
If I wasn't in our teamenvironment, I would speak of it
as my salon and spa.
I took pride in it and I tookpride in ownership when I didn't
have the name at the bottom,but it was what it was.
Excuse me was that I wasempowered yes, I was empowered
to be a leader, to growadditional people, and that
(13:49):
empowerment is a game changer.
It's a game changer.
How do you communicate withyour leadership team?
You said you have a meetingonce a week, so you're kind of
all together in that, but howdid you help them grow as
individuals into leadership?
Speaker 2 (14:02):
Yeah, Honestly, that leadership meeting that we did
we take the first half an hourstill to this day and we do a
podcast together with a studyguide and we just continue to
develop that way.
It has allowed us to then getto know each other better
because, oh my goodness, comingoff of COVID which I don't even
(14:24):
like to talk about that, butthat was a game changer for us
too.
When we came off of that, awhole new leadership team formed
.
Even though we didn't lose anystaff, stuff shifted like like
priorities and what reallymattered and how we're going to
do things, and found the need tomeet and get together a little
bit more as we're navigating allof this.
And then that's where thereally committed people rose to
(14:46):
the top.
But but doing that podcast andjust going because how do I get
with everybody to develop themwhen we could do it all together
?
And then the way the teambecame very unified was so neat
because we were getting to knoweach other better and it became
a safe space too, where I said Idon't want all yes, people in
this room.
I want you to challenge me, Iwant to hear your ideas.
(15:08):
And at first they were like,okay, yep, and then pretty soon
now, I said I love when I canget a little rise out of people
and get them actually talkinglike.
No, I don't agree with that andI'll be like now we're talking
Like let's talk, let's do it,let's really get in this.
I want to, I want to really hearfrom you and I want to hear
your ideas, and it might not bewhat we do, but it might be what
(15:31):
we do.
Speaker 1 (15:32):
Right, or the evolution of it.
When we put all the cards onthe table, holy cow, we can make
a full deck.
Speaker 2 (15:37):
Oh, and it's been just beautiful to watch that
safety happen there too.
And how, then, they're spillingthat out further, where people
feel safe in the space to growand to make mistakes and know
that nothing bad is going tohappen and we're going to help
you grow.
Just keep trying and we'll getthere, don't you really?
Speaker 1 (15:56):
feel like safety is something that sometimes, as
leaders, we forget is a priority.
Yes, we're so focused onoutcomes.
Yes, we have to be better inthis.
We have to be better in that weneed to have more financial
stability, whatever it is, andwe forget that there's the human
aspect of it.
Speaker 2 (16:13):
Yes, and we have swung.
We did a little bit where weswung all the way the other
direction, where we were sort offorgetting the outcomes and
letting it just be about alittle coddling a lot of that
going on, and so then in ourleadership meetings we talk
about that too.
Where are we at with all thesebusiness drivers and are we
holding people accountableenough?
(16:34):
Or are we just doing it allbased on emotion?
Like sometimes people actuallyneed that, that accountability,
because then they'll feelpurpose in what they're doing
and know that they got throughto the other side and they made
it and they're safe still, yes,even with that Exactly, and then
they're so proud, they're soproud of where they've come with
us doing that appropriate push,like where is that?
(16:55):
So we do a lot of discussion onthat too.
Speaker 1 (16:57):
Yeah, in your meetings with not necessarily
just your leadership team, butmaybe your leadership team, with
all of your team.
How do they hold one anotheraccountable?
How do they?
Speaker 2 (17:08):
hold one another accountable.
Just, you mean like in thedepartment, like each department
, yeah, or around differentsystems and stuff like that.
Speaker 1 (17:15):
Do you find that there's different means of
communication to help hold yourteam accountable.
Speaker 2 (17:20):
Yes, so we implemented Slack back in
October Great yeah.
And you know from our coachhere, melanie, she suggested it,
I think, two years ago, andheard me complain session after
session about how Let me tellyou one more time, because 43
people, you can't just keepsending out emails.
(17:40):
We needed something.
And so we felt like that piecewas really floundering for us
and that'm not kidding withintwo weeks, we were like how did
we live without this?
And so we are very consistentwith utilizing that to
communicate in the way wecreated channels on there.
Okay, stuff that doesn't needto be face-to-face, yeah, we
(18:00):
just allow it all to go on therephotos, audio video, whatever
we need to do and people reallyparticipate in it.
That's great and it's notnegative.
It's really just like it mightbe.
Who left the dishes in the sink?
Please don't do that anymore.
But, we do that and then withthe leaders we stay in touch.
But one of my goals truly is tohave a little more one-on-ones
(18:23):
with the leadership team and notlike one-on-one, because we do
accomplish a lot in our groupmeeting so it's not as necessary
but not to lose that piece ofindividual development of them
too.
So I'm making a commitmentright now.
Speaker 1 (18:37):
You heard it here, it's right here, it's on camera,
so when they listen they'relike Christy, you said you were
going to have our one-on-one.
Now we're going to hold youaccountable.
Yes, exactly.
Speaker 2 (18:45):
And I do beg for that .
I think that 360 degree, likeall of it's, like leadership and
accountability, is reallyimportant and that's what they
did not do in the beginning andthey're finally starting to do
that.
But it takes time.
It's been.
You know, that was five yearsago that we started this.
I would say three years ago iswhen we really started to turn a
(19:05):
corner because we didn't knoweach other, and so you lose a
few people here and there youbring a new one in and you're
like okay, this just changed theteam a little bit.
Where are we dynamic and culturejust shifted a little bit
there's a lot of shifting,there's a lot of adapting, but
it's all part of growth, yeah,and so allowing that to happen
and knowing it doesn't have tobe so structured, but you need
(19:27):
to pay attention to what'shappening then and there and
listen.
Speaker 1 (19:30):
Yes, yeah, it's all about communication.
It is Like everything that I'veheard you say is communication,
accountability, support, trust.
Speaker 2 (19:38):
Yes.
Speaker 1 (19:38):
We're building these key, important factors to build
this team.
Yes To a nice, strong location.
Yeah, this is incredible, Iknow.
Speaker 2 (19:47):
I love it team.
Speaker 1 (19:48):
Yes To a nice, strong location.
Yeah, this is incredible.
I love it.
So I have one more question foryou and I have to put the
glasses on because I want to getit right.
Speaker 2 (19:51):
Okay, I might have to put my glasses on to look at
the answer.
Speaker 1 (19:54):
So my question for you is what advice would you
give to another salon owner whois potentially a little hesitant
about investing in leadershipdevelopment?
Speaker 2 (20:04):
So I did write something down for this because
you thought this is a goodquestion.
Speaker 1 (20:08):
I did okay.
Speaker 2 (20:10):
So here's what I wrote um do it because it's less
lonely.
They become your people thatyou do, and that is incredible
because we are so busy as ownersthat you don't end up with a
lot of friends outside of worksometimes, and so they're.
They've become my people, evenwith 43 employees.
A lot of friends outside ofwork sometimes, and so they've
(20:30):
become my people, even with 43employees.
And then it takes time, lots oftime.
Be willing, don't getdiscouraged if one shifts and it
doesn't change.
Just keep going and adjust asyou go, and there are setbacks
and there's no definite roadmap,but it's so worth it, like the
freedom the.
I can be squirrely now like Isaid, you know but also still,
(20:50):
then you can really like weteach them, like get this off
your plate so you can work onthis, like getting I was never
behind the chair, but gettingout from behind the chair like
developing a leadership team,it's like getting out from
behind the chair you get to dothe next like thing that you can
really have that vision andthat growth and it just
(21:11):
continues to grow.
And then I have one more pieceof advice that I forgot about
that I was going to mentionearlier.
There's a couple people that Iread John Maxwell had said if
someone can do it, 80% as wellas you let them.
And then this, craig Groeschel,that I follow his leadership
podcast and that's one of themthat we use a lot in our
(21:32):
leadership meetings.
He says I know John Maxwellsays 80%.
He said I say 50% with momentum, and if they have that you can
coach them.
Then you coach them throughthat, let them do it, let them
have it, and then they willbypass you with that momentum.
And that's my goal is that theybypass.
(21:52):
I love it.
Yeah, so incredible leaderChristy.
Speaker 1 (21:54):
Oh, thank you so much for doing the work because it
is work and thank you forsharing.
Well, thank you so much.
Somebody out there is going.
I'm feeling a little defeated.
I'm feeling a little tired.
How do I reinvigorate myselfand how do I bring people along
for the ride?
Yeah, so that it's a funadventure.
It is, it really is.
Yeah.
Yeah, this has been awesome Ifyou want to hear more about how
(22:18):
strategies can help your teamcontinue to grow, hopefully just
like Christie's team go aheadand text us in our link below
you will find a text option, sowe would love to hear from you
and Christy.
Thank you again andcongratulations to everything
that a glow spa and salon hasachieved and will continue to
achieve.
Speaker 2 (22:37):
Thank you so much.
It's been my honor and pleasure.
Speaker 1 (22:40):
Awesome, you're fabulous.
Thank you so much for joiningus and we'll see you again soon
on the Beauty BusinessStrategies podcast.
Speaker 3 (22:47):
Thanks again for listening to the Beauty Business
Strategies podcast.
If you like this episode, besure to hit follow To learn more
about how strategies can helpcreate more fun, profit and
growth potential for you, yourcompany and your team.
We invite you to schedule afree 60 minute strategy session
by clicking the direct link inthe description of this episode.
Welcome to the Beauty Business Strategies Podcast.
I'm Christy Hardy and today Iam joined with a special guest,
christy Newell, so we're doubleChristy-ing.
Today, christy is the owner ofAglow Spa and Salon and we are
going to be talking aboutleadership and creating an
incredible environment toenhance and produce incredible
(00:22):
leaders within our beautybusiness.
So welcome, christy, I'm soexcited to have you here today.
Thank you so much for having me, and it's always so weird for
me to go hello, christy.
Speaker 2 (00:31):
I know Christy.
I know I keep hearing Christytoo when I'm turning to look.
Speaker 1 (00:37):
Absolutely.
We are so honored to have youhere with us.
Thank you, I'm so honored to behere to be part of this so
we're going to talk a little bitabout leadership, but I want to
start with tell me a little bitabout a glow yeah, how it kind
of evolved, what your team islike, because I think that's
going to be really important forour viewers and our listeners
to understand, kind of like helpthem paint a picture of how you
(00:59):
created this need forleadership.
Speaker 2 (01:01):
Mm.
Hmm, we, a glow sw Salonstarted as a different name in a
different location back in 1999with six employees.
We currently have 45 employees.
Wow.
So yeah, so it's like a ton ofgrowth, but the biggest growth
has come in the last 10 years,since we started working with
Strategies.
Okay, so 10 years ago we had 22employees, I believe.
So 10 years ago we had 22employees, I believe.
(01:24):
So we have doubled.
In that amount of time, that isawesome.
Speaker 1 (01:28):
Now you've switched, you've transitioned, you are a
team-based pay model, correct?
Speaker 2 (01:32):
Yes.
Speaker 1 (01:33):
And tell me a little bit about how that impacted your
business.
Oh, my word.
Speaker 2 (01:37):
So I, if you heard well, when we did the awards
last year, I ended up getting onstage telling a little bit
about how I bootleggedstrategies information for quite
some time.
So we went team-based payprobably 20 years ago at least
(02:00):
15, 20 years ago and switchedover to that model, but I did
not have the culture piece atthat time.
Speaker 1 (02:07):
The system, yes, yes.
Speaker 2 (02:09):
So 10 years ago is when we actually signed up and
did the coaching, and that'swhen the magic started to happen
.
Tell us a little bit about that.
So it was growth, it wassystems, it was looking through
the windshield instead of therearview mirror, and just having
that support was incredible.
Speaker 1 (02:28):
That is awesome.
Well, we are glad that you arepart of Strategies and
Team-Based Pay.
Thank you.
But what we really want to talkabout today is I want to hear
from Christy about herleadership team and how you have
designed very much designed anenvironment where leadership,
not only in yourself but in yourteam members, is a priority.
(02:48):
Why did you feel like youneeded to create a leadership
team?
Speaker 2 (02:52):
We were growing quickly.
I was completely overwhelmedand just couldn't do it on my
own.
Also, just, I love the idea ofpouring into others, watching
others be able to grow, usetheir gifts and talents, and so
I started to just approacheverything like how do we
develop leaders?
Yeah, and yeah, so that wasreally the start of it anyway.
(03:16):
Yeah, so how do you developleaders?
Yeah, so I don't have an exactscience to it.
Okay, I like it.
Yeah, it's really just awatching people's performance.
You know how do they rise tothe top, like who are the people
?
And then literally creating aposition for them.
(03:37):
That is an advanced position.
Love it, and so then, strategieshas allowed that to happen
because they're paid hourly soyou can give them projects, you
can do everything.
They don't have to be hands-onand you're worried about pulling
them off the books and thingslike that.
That's been great.
So, watching that and then alsoknowing what always looking at
(03:59):
when Neil talks about likewhat's your exit strategy Like,
what am I doing all by myself?
What do other people like?
What can your exit strategyLike?
What am I doing all by myself?
What do other people like?
What can they take?
Take off my plate?
So lots of discussions aboutwhat's on your plate.
What now can you push off ontosomeone else that will help them
to grow, and so that's been solike the most rewarding part of
being an owner now, yeah.
Speaker 1 (04:21):
I love that.
We did that, something similar,and I was a general manager, so
I got to work side by side withan owner who did something very
similar, where she would findwhat our strengths were and then
do exactly what you said createa position of leadership and
growth opportunity within thebusiness.
Because what we wererecognizing, and as we continued
(04:41):
to grow, was people can getstuck.
They can get stuck behind thechair, they can get stuck in a
treatment room, they can getstuck in a cycle and then fall
out of love?
with what?
Speaker 3 (04:51):
we do.
Speaker 1 (04:52):
So when we can pull that information of where is
their strength and be able tocreate something that is
opportunity.
Speaker 2 (05:00):
Yes, yes, you're so right, because that's where they
would start to get kind ofbored and you would see it and
I'm like they're going to leave,like because they're going to
want more.
So how do we create that here?
So that is one little filter.
We started to run thingsthrough like what would make
this your dream job to stay?
Here forever you know, or or aslong as it still fits you and
your, your life, and what you'recraving and hungry for.
Speaker 1 (05:25):
Now, are most of your leaders service providers as
well, or do you have some thatare strictly in leadership?
How did they evolve?
To your leaders it's alldifferent.
Speaker 2 (05:33):
It's been through front desk and we've created
guest care managers.
It's been service providers.
So initially it started withdepartment like your little
leader in each area.
So we do hair, skin, nails,massage, and then have a guest
care team and so just likeletting like, their first little
responsibility would be do theorder and, you know, help train
(05:56):
the people in that department,and that's how it started.
Well, that expanded even moreand so then, as they were
growing, then they were pushingthat they were seeing the next
person that would come up thatcould do that, and then they
were moving higher into thecompany, being involved in more
administrative things too.
So most of them who wereservice providers do still
service provide, but much lessless than half time.
Speaker 1 (06:20):
So how do you feel personally that having these key
leadership roles have made youa better leader and have made
the growth for a glow reallyhappen?
Speaker 2 (06:32):
I get to have a lot more fun.
So just I feel this release ofwell, there's a few things.
It's the pride in watching themgrow, yeah.
Speaker 3 (06:46):
And having those like proud mama moments, yes, where
I'm just like oh my goodness,it's so neat to see that.
Speaker 2 (06:52):
And then also the release.
We've experienced incrediblegrowth like quadrupled our
business since we startedcoaching and doing all that and
I do believe it's from theleaders being involved and being
able to spill it, because youcan grow exponentially when
you've got more people doing thework.
Like if it was just me, stillI'd be a stressed out mess and
(07:14):
we wouldn't have grown like wehave.
Absolutely.
Speaker 1 (07:17):
When we think about trying to do it by ourselves, it
is completely overwhelming.
It's totally overwhelmingRolling that boulder up the hill
.
Speaker 2 (07:24):
You cannot do it by yourself.
Speaker 1 (07:25):
You have to have that team with you.
Speaker 2 (07:27):
Yeah, and I've joked how I used to try to quit my job
all the time, like I'd walk inand try to put in my two weeks
notice at the team meetingbecause I was just so
overwhelmed.
And to be 25 years in now andbe loving it more than I ever
did, even in the beginning, I'mlike giddy.
So I'm getting called squirrelyby people because I'm having so
(07:49):
much fun and so proud.
And it's not always like that.
Like there's people that comeand go and then you're like
uh-oh, what are we going to do?
And then so some people arelike I put a leader in place and
then they leave and thathappens.
People come and go and soholding on loosely has been
really wonderful, knowing likewe get them for this part of
(08:11):
their journey and if it's not usforever, that's okay, because
something else will happen andit's room for other people to
move into things.
And we've literally had like ageneral manager that I loved
move away and we took herposition and divvied it out to
everybody until the next personrose to that role.
That's huge.
Speaker 1 (08:31):
That was so, instead of trying to pinpoint someone
else or we now have an openingfor a general manager.
Speaker 2 (08:38):
Someone apply.
We didn't do it, we justdivvied it out.
We do the same thing whensomeone goes on maternity leave.
Take your duties and choose whoare the best people you think
to do that, and it gives anopportunity for people to come
forward with.
I would love to do that, or I'mvery interested in that, and
it's so much fun.
Speaker 1 (08:58):
That's awesome.
I think the most importantthing for a leader, a business
owner, is to continue to be thevisionary.
Yes, and with having theleadership team in place, it
allows you to be the visionary.
I know you joke about, like youknow, and I get to be squirrely
and have fun, but it's reallythat you get to keep that vision
(09:18):
alive for your entire team.
Yes, and I think, withoutreally keeping the vision, it
doesn't matter what people wehave in place, right, if we
don't have a destination.
Yes, and you get to be the I.
There's our destination, here'sthe star on the map, and you
get these wonderful leaders inplace that are like I got you.
(09:38):
I got your GPS I see what you'reseeing and I can help you get
there.
Yes, that is incredible.
Speaker 2 (09:44):
It's.
It's so great and I do.
I have a like.
My brain is now allowed to gointo more visionary because they
are taking care of the dailytasks.
They're taking care and it'salso um recognizing where, like
what part do I not thrive inwhen I'm doing that?
Speaker 3 (10:01):
So I'll give an example.
Speaker 2 (10:03):
Please do One-on-ones for me.
I love people.
I could chat all day long withpeople one-on-one, but to do the
consistent, like follow-through, and meet with them, I would
find myself incredibly drained.
And so my general manager,laura, ended up saying I think
you're the person to do theone-on-ones and she said I would
love to the growth that hashappened from that.
(10:25):
Recognizing her gift andallowing that to be done by her
and she's thriving and gainsenergy from it, where I was
drained, has been the best thingever.
And so then I can just bringlittle things to her that I see,
and then she implements anddoes all the she's much better
with follow through.
Speaker 1 (10:42):
I love it, yeah, because you get to be the
visionary.
Speaker 2 (10:47):
Exactly.
Then I get to still do thevisionary things, and so another
thing that I've done.
So we do leadership meetingsweekly and we are very faithful
with those.
They're two hours long, we havefive people in the room.
We invite people for portionsof it instead of having them sit
there the whole time if itdoesn't pertain to their job.
They're so honored to get tocome in that leadership meeting
so it's really fun.
And then we go througheverything that we need to go
(11:09):
through for the week and soeveryone's informed, at least if
there's questions out on thefloor.
They have an idea of what'sgoing on and where the company
is going, and then they can leadthat way.
And I joke with them when I saymy goal is to be the dumbest
person in this room, because ifI know more than you do with the
job that you're leading, thenI'm doing something wrong,
(11:30):
because I don't have to do thedaily operations anymore.
I could.
If I had to, I would step inwhen the need is there, in case
of emergency you break glass incase of emergency Christy can
call back out.
Speaker 1 (11:41):
Yes.
Speaker 2 (11:41):
And I won't be great at it, I'll be really slow, but
I'll limp along and be able tohave just enough knowledge to be
able to do it.
But I don't need all the nittygritty of all of it, and then I
can just let them, and then Ialso don't micromanage them.
So, yeah, so the process of thewhole thing is and I don't know
if I should go here- or not.
Speaker 1 (12:04):
Yeah, let's go, people want to hear about it.
Speaker 2 (12:05):
Okay, so to share, like you know, as owners,
sometimes you're, like you know,are you a control freak?
Do you have too much control?
I literally went and had wentto a counselor and had
temperament testing.
Oh wow, Like it was.
Like this whole other thing.
Other thing I know there's somany cool assessments out there
too.
Those have been so valuable forour team and for our leadership
team and how to communicatewith our team.
(12:27):
But anyway, I did this one andrealized I was not a control
freak, but I just needed to bein the know and I said that's it
.
I just need to know what'sgoing on as the visionary, and I
ended up doing that.
So then I was like, okay, justinform me what's going on, and
then I'm going to let you runwith it and then, as you're
learning how to do it, we'regoing to review it together and
(12:49):
then I'll release you when Iknow you've got it, and then,
when the weird things come up,just bring it to me and we'll go
through it together.
There's nothing better thanbeing able to throw your hands
up and go good, you've got it.
Go like, just go.
Speaker 3 (13:06):
Yeah, it's so empowering.
Speaker 1 (13:07):
It is.
You know you really watchpeople thrive and grow
themselves when they areempowered to make change, yes,
and to have a part of leadership.
It's, it's.
It was a game changer for metoo.
I felt like I.
I knew I wasn't the owner ofthe business.
That was not my job, but I feltthat this business was also part
of me and I was part of thisbusiness and I spoke of it.
(13:28):
If I wasn't in our teamenvironment, I would speak of it
as my salon and spa.
I took pride in it and I tookpride in ownership when I didn't
have the name at the bottom,but it was what it was.
Excuse me was that I wasempowered yes, I was empowered
to be a leader, to growadditional people, and that
(13:49):
empowerment is a game changer.
It's a game changer.
How do you communicate withyour leadership team?
You said you have a meetingonce a week, so you're kind of
all together in that, but howdid you help them grow as
individuals into leadership?
Speaker 2 (14:02):
Yeah, Honestly, that leadership meeting that we did
we take the first half an hourstill to this day and we do a
podcast together with a studyguide and we just continue to
develop that way.
It has allowed us to then getto know each other better
because, oh my goodness, comingoff of COVID which I don't even
(14:24):
like to talk about that, butthat was a game changer for us
too.
When we came off of that, awhole new leadership team formed
.
Even though we didn't lose anystaff, stuff shifted like like
priorities and what reallymattered and how we're going to
do things, and found the need tomeet and get together a little
bit more as we're navigating allof this.
And then that's where thereally committed people rose to
(14:46):
the top.
But but doing that podcast andjust going because how do I get
with everybody to develop themwhen we could do it all together
?
And then the way the teambecame very unified was so neat
because we were getting to knoweach other better and it became
a safe space too, where I said Idon't want all yes, people in
this room.
I want you to challenge me, Iwant to hear your ideas.
(15:08):
And at first they were like,okay, yep, and then pretty soon
now, I said I love when I canget a little rise out of people
and get them actually talkinglike.
No, I don't agree with that andI'll be like now we're talking
Like let's talk, let's do it,let's really get in this.
I want to, I want to really hearfrom you and I want to hear
your ideas, and it might not bewhat we do, but it might be what
(15:31):
we do.
Speaker 1 (15:32):
Right, or the evolution of it.
When we put all the cards onthe table, holy cow, we can make
a full deck.
Speaker 2 (15:37):
Oh, and it's been just beautiful to watch that
safety happen there too.
And how, then, they're spillingthat out further, where people
feel safe in the space to growand to make mistakes and know
that nothing bad is going tohappen and we're going to help
you grow.
Just keep trying and we'll getthere, don't you really?
Speaker 1 (15:56):
feel like safety is something that sometimes, as
leaders, we forget is a priority.
Yes, we're so focused onoutcomes.
Yes, we have to be better inthis.
We have to be better in that weneed to have more financial
stability, whatever it is, andwe forget that there's the human
aspect of it.
Speaker 2 (16:13):
Yes, and we have swung.
We did a little bit where weswung all the way the other
direction, where we were sort offorgetting the outcomes and
letting it just be about alittle coddling a lot of that
going on, and so then in ourleadership meetings we talk
about that too.
Where are we at with all thesebusiness drivers and are we
holding people accountableenough?
(16:34):
Or are we just doing it allbased on emotion?
Like sometimes people actuallyneed that, that accountability,
because then they'll feelpurpose in what they're doing
and know that they got throughto the other side and they made
it and they're safe still, yes,even with that Exactly, and then
they're so proud, they're soproud of where they've come with
us doing that appropriate push,like where is that?
(16:55):
So we do a lot of discussion onthat too.
Speaker 1 (16:57):
Yeah, in your meetings with not necessarily
just your leadership team, butmaybe your leadership team, with
all of your team.
How do they hold one anotheraccountable?
How do they?
Speaker 2 (17:08):
hold one another accountable.
Just, you mean like in thedepartment, like each department
, yeah, or around differentsystems and stuff like that.
Speaker 1 (17:15):
Do you find that there's different means of
communication to help hold yourteam accountable.
Speaker 2 (17:20):
Yes, so we implemented Slack back in
October Great yeah.
And you know from our coachhere, melanie, she suggested it,
I think, two years ago, andheard me complain session after
session about how Let me tellyou one more time, because 43
people, you can't just keepsending out emails.
(17:40):
We needed something.
And so we felt like that piecewas really floundering for us
and that'm not kidding withintwo weeks, we were like how did
we live without this?
And so we are very consistentwith utilizing that to
communicate in the way wecreated channels on there.
Okay, stuff that doesn't needto be face-to-face, yeah, we
(18:00):
just allow it all to go on therephotos, audio video, whatever
we need to do and people reallyparticipate in it.
That's great and it's notnegative.
It's really just like it mightbe.
Who left the dishes in the sink?
Please don't do that anymore.
But, we do that and then withthe leaders we stay in touch.
But one of my goals truly is tohave a little more one-on-ones
(18:23):
with the leadership team and notlike one-on-one, because we do
accomplish a lot in our groupmeeting so it's not as necessary
but not to lose that piece ofindividual development of them
too.
So I'm making a commitmentright now.
Speaker 1 (18:37):
You heard it here, it's right here, it's on camera,
so when they listen they'relike Christy, you said you were
going to have our one-on-one.
Now we're going to hold youaccountable.
Yes, exactly.
Speaker 2 (18:45):
And I do beg for that .
I think that 360 degree, likeall of it's, like leadership and
accountability, is reallyimportant and that's what they
did not do in the beginning andthey're finally starting to do
that.
But it takes time.
It's been.
You know, that was five yearsago that we started this.
I would say three years ago iswhen we really started to turn a
(19:05):
corner because we didn't knoweach other, and so you lose a
few people here and there youbring a new one in and you're
like okay, this just changed theteam a little bit.
Where are we dynamic and culturejust shifted a little bit
there's a lot of shifting,there's a lot of adapting, but
it's all part of growth, yeah,and so allowing that to happen
and knowing it doesn't have tobe so structured, but you need
(19:27):
to pay attention to what'shappening then and there and
listen.
Speaker 1 (19:30):
Yes, yeah, it's all about communication.
It is Like everything that I'veheard you say is communication,
accountability, support, trust.
Speaker 2 (19:38):
Yes.
Speaker 1 (19:38):
We're building these key, important factors to build
this team.
Yes To a nice, strong location.
Yeah, this is incredible, Iknow.
Speaker 2 (19:47):
I love it team.
Speaker 1 (19:48):
Yes To a nice, strong location.
Yeah, this is incredible.
I love it.
So I have one more question foryou and I have to put the
glasses on because I want to getit right.
Speaker 2 (19:51):
Okay, I might have to put my glasses on to look at
the answer.
Speaker 1 (19:54):
So my question for you is what advice would you
give to another salon owner whois potentially a little hesitant
about investing in leadershipdevelopment?
Speaker 2 (20:04):
So I did write something down for this because
you thought this is a goodquestion.
Speaker 1 (20:08):
I did okay.
Speaker 2 (20:10):
So here's what I wrote um do it because it's less
lonely.
They become your people thatyou do, and that is incredible
because we are so busy as ownersthat you don't end up with a
lot of friends outside of worksometimes, and so they're.
They've become my people, evenwith 43 employees.
A lot of friends outside ofwork sometimes, and so they've
(20:30):
become my people, even with 43employees.
And then it takes time, lots oftime.
Be willing, don't getdiscouraged if one shifts and it
doesn't change.
Just keep going and adjust asyou go, and there are setbacks
and there's no definite roadmap,but it's so worth it, like the
freedom the.
I can be squirrely now like Isaid, you know but also still,
(20:50):
then you can really like weteach them, like get this off
your plate so you can work onthis, like getting I was never
behind the chair, but gettingout from behind the chair like
developing a leadership team,it's like getting out from
behind the chair you get to dothe next like thing that you can
really have that vision andthat growth and it just
(21:11):
continues to grow.
And then I have one more pieceof advice that I forgot about
that I was going to mentionearlier.
There's a couple people that Iread John Maxwell had said if
someone can do it, 80% as wellas you let them.
And then this, craig Groeschel,that I follow his leadership
podcast and that's one of themthat we use a lot in our
(21:32):
leadership meetings.
He says I know John Maxwellsays 80%.
He said I say 50% with momentum, and if they have that you can
coach them.
Then you coach them throughthat, let them do it, let them
have it, and then they willbypass you with that momentum.
And that's my goal is that theybypass.
(21:52):
I love it.
Yeah, so incredible leaderChristy.
Speaker 1 (21:54):
Oh, thank you so much for doing the work because it
is work and thank you forsharing.
Well, thank you so much.
Somebody out there is going.
I'm feeling a little defeated.
I'm feeling a little tired.
How do I reinvigorate myselfand how do I bring people along
for the ride?
Yeah, so that it's a funadventure.
It is, it really is.
Yeah.
Yeah, this has been awesome Ifyou want to hear more about how
(22:18):
strategies can help your teamcontinue to grow, hopefully just
like Christie's team go aheadand text us in our link below
you will find a text option, sowe would love to hear from you
and Christy.
Thank you again andcongratulations to everything
that a glow spa and salon hasachieved and will continue to
achieve.
Speaker 2 (22:37):
Thank you so much.
It's been my honor and pleasure.
Speaker 1 (22:40):
Awesome, you're fabulous.
Thank you so much for joiningus and we'll see you again soon
on the Beauty BusinessStrategies podcast.
Speaker 3 (22:47):
Thanks again for listening to the Beauty Business
Strategies podcast.
If you like this episode, besure to hit follow To learn more
about how strategies can helpcreate more fun, profit and
growth potential for you, yourcompany and your team.
We invite you to schedule afree 60 minute strategy session
by clicking the direct link inthe description of this episode.
Popular Podcasts
United States of Kennedy
United States of Kennedy is a podcast about our cultural fascination with the Kennedy dynasty. Every week, hosts Lyra Smith and George Civeris go into one aspect of the Kennedy story.
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.
Dateline NBC
Current and classic episodes, featuring compelling true-crime mysteries, powerful documentaries and in-depth investigations. Follow now to get the latest episodes of Dateline NBC completely free, or subscribe to Dateline Premium for ad-free listening and exclusive bonus content: DatelinePremium.com