September 10, 2024 • 17 mins
How do you turn a group of individuals into a thriving, cohesive team? In this episode, we sit down with Laura Hess, the General Manager of A Glo Spa and Salon Co., who shares her secrets to leading a dynamic salon team. Discover A Glo's approach to managing diverse personalities and work styles, using tools like personality assessments to ensure everyone is on the same page. Learn how celebrating successes, setting meaningful goals, and promoting collaboration over competition can motivate your team, even during the slow times.
Learn more about A Glo Spa and Salon Co.: www.aglospa.com
Watch the video version of this episode: https://youtu.be/7cPfuw0xCoI
Conversation highlights:
1:15 What it's like to manage a salon/spa TEAM
2:13 How to keep your team cohesive
3:25 The challenges of managing in a team-based salon/spa environment
4:30 Keeping your team engaged/motivated
6:20 Navigating conflict amongst your team
7:33 Managing client conflict in the salon/spa
9:23 How to make your team members feel valued
11:35 How A Glo built a thriving culture
13:30 Laura's advice for someone stepping into a manager role in a salon/spa
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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 I'mjoined with a very special
guest, laura Hess, who is theGeneral Manager at Aglow Spa and
Salon.
Welcome, laura, I'm so glad tohave you.
Thanks for having me.
It's an honor to be hereAwesome, thank you.
Tell us just a tiny bit aboutyour role at Aglow as the
General Manager.
How long have you been in it?
(00:20):
What caused you to get intothis role?
And then we'll dive into somequestions about being a general
manager.
Speaker 2 (00:25):
Sure, so I've been in the industry for about 12 years
and general manager for aboutfive years.
Speaker 1 (00:33):
Okay, and what drew you to that position?
Like, was it just like anatural?
How'd you get there?
Yeah, How'd you get there.
Speaker 2 (00:43):
So I was a career changer and so my background
kind of has some management init, some business and retail
management.
So it was a natural fit.
But then being plugged into theindustry that I really wanted
to be in was kind of the keythere.
And then once I joined the teamat Aglow I knew that was the
company that I wanted to do thatgrowing with and Christy makes
(01:05):
it possible for opportunities tohappen.
Speaker 1 (01:08):
So that is awesome.
That is awesome and, as ageneral manager, I'm sure you're
creating those opportunitiesfor your team as well.
Yes, you guys are a team-basedpay business core year.
You follow the team-basedbusiness model.
Yes, tell us a little bit aboutwhat it's like to manage within
a team.
Speaker 2 (01:27):
Well, like managing other teams, I think there's
always that challenge of havinglots of different personalities
and working work styles andgifts and talents, and we have
45 employees, so it's a lot ofwomen working together, so
creating an environment where wecan give grace to each other
(01:50):
and understand how each otherworks.
Our guests touch a lot ofdifferent people.
That's great.
A lot of people touch our guests, from guest care department to
the service provider to you know.
It's a lot of people involved,yeah, so just keeping that
cohesive is a challenge, but Ithink we do it pretty well.
Speaker 1 (02:15):
How do you try?
Speaker 2 (02:16):
to keep your team cohesive.
We do a lot of analyzing of notjust data but things like
personality assessments, workingstyle assessments, to try to
get to really pull out the giftsfrom people in order to thrive.
That's awesome.
Speaker 1 (02:35):
You find where they fit, yes, and then mold them
into better humans, betterbusiness leaders, better team
members all of the above Right.
I did that too.
Leaders, better team membersall of the above Right I did
that too.
So I'm in a similar scenario of.
In my previous role, it wasgeneral manager as well, and I
felt like I had the ability tohelp team members create their
(02:57):
career.
Yes, instead of just have a job.
Yes, and that's, I think it'sall about pulling that the best
out of them, of them, and that'sreally what our job is.
Speaker 2 (03:06):
Right, we can manage tasks, but it's really about
pulling what's best out of ourteam members, for sure, that's
definitely the most fun is tohelp them to realize their
potential.
Yeah, yeah.
Speaker 1 (03:18):
Oh, I think so too.
I agree.
So here I have a couple ofquestions for you.
We're talking a little bitabout building a cohesive team.
Are there any unique challengesthat you've faced managing in
this industry, in the salon andspa environment?
Speaker 2 (03:33):
I think that keeping everybody productive and
creating this environment ofwanting to help each other and
how that can translate to betterfor everyone.
So I think that's unique to ateam-based salon, for sure, but
(03:55):
it also is worth the effort,because then there's not
competition between the serviceproviders in any way, and
helping them to understand thewhy behind helping each other
out and how if we, if we all win, like that's great for
everybody, we all win, yeah, weall win.
We all win, right?
Speaker 1 (04:13):
absolutely.
I love that, the, the idea ofin that team where we're not
pitting people against eachother, it's not building my
column or my, it's building ours, ours, and I think that is so,
so unique in our environment.
Speaker 2 (04:27):
But for sure it is.
Speaker 1 (04:29):
Tell us how you keep that motivation engaged.
How do you stay engaged inmotivating a very large team?
You have a lot ofresponsibility around that.
How do you keep yourself andyour team motivated and engaged?
Speaker 2 (04:42):
Well, I think when you're during busy periods, it's
relatively easy because we getto celebrate in the numbers
every day.
Yeah, and it's fast paced andit's fun and it's exciting and
the energy is high.
It's in like a little bitslower seasons that are the
challenging part, yeah, and sowhat we do is we have monthly
(05:04):
touch base meetings, we havequarterly career coaching and
within those, we're constantlytalking about what things are
you working on to personally andprofessionally develop yourself
and how can we help supportthat.
And so there's always somethingin their back pocket that they
know that they need to beworking on and it's for a goal.
Yeah, you know.
(05:25):
And so just reminding andsupporting that you know why did
we, why did you set this as agoal for yourself, and how
important that is to work on itwhen there's time to work on it,
and do you help them set thegoals?
I do, but I think that they'llsupport what they help to create
.
Yes, and so we definitely usethat a lot, and so I think, in
(05:48):
order to feel motivated, we haveto be working towards something
, not just in something, yes,like we're, just like in it.
We're kind of it's easy to feelthat stagnant, yeah.
Yeah.
I'm bored and so likeconstantly working towards
something, but I think that Ivery much want them to create it
(06:12):
.
Speaker 1 (06:13):
I love it.
I just hope to draw that out.
I guess.
Right, Asking the rightquestions, showing them
different opportunities, that'sgreat.
For sure, that is awesome.
That is awesome If you had tokind of coach another manager
through handling conflict,because that's always a question
I get is you know how do wenavigate and address conflict
(06:34):
within our team-based business?
Speaker 2 (06:38):
If there's conflict between team members, I
definitely will encourage andcoach for them to work it out
themselves.
So oftentimes if there's aconflict, someone might come to
me like here's the situation,what do you think I should do?
It's not like here's mysituation.
Please fix it for me, okay,good, so I think that that's
(06:59):
super cool.
Not that there's never a time Ibecome involved, but it's
pretty rare.
That's great that I do.
Usually we'll kind of maybepractice what the conversation
looks like, if it's a hard onethat they need to have with
someone, and then they do it,and then we kind of recap after
it's happened and how did it go?
How could it have gone better?
Did you reach the resolution ornot?
Speaker 1 (07:21):
That is awesome.
Yeah, that's great.
You are creating a really safespace for your team to
personally grow when you arekind of coaching them through
those conversations.
Yes, I think that's superimportant I do too I do too.
What if we flip it and we thinkabout how do we manage client
conflict?
So like do you, how do you getinvolved?
At what level do you getinvolved and how do you coach
(07:43):
your team through client?
Speaker 2 (07:44):
conflict, sure, well, it kind of depends on what the
conflict is.
Um, we're really blessed tohave an entire leadership team
so we have, um, you know, ourguest care, guest care manager.
Okay, so if it's kind of on theum, you know the that side of
things.
Um, she does an amazing jobhandling that.
So, like if they were chargedwrong or got charged for
(08:09):
something that they didn't have,or undercharged or whatever,
our guest care team will handlethat.
If it's more service providerrelated like they didn't love
their hair or whatever, I seethat as a great gift.
First of all, that the guest iswilling to give us a try to fix
the problem and to redo it.
(08:30):
I think that with any conflict,the biggest thing is to just
hear what they have to say yes,and sometimes that's enough.
You, are so right.
So if the client who ispotentially unhappy feels heard,
that's the most important thingand we'll definitely do
(08:50):
everything that we can to makethings better.
Speaker 1 (08:54):
Yeah, so it's a gift?
I think so too.
I say that all the time.
All feedback is good feedback,even when sometimes it stings.
Yeah, because that's how wegrow.
Yeah, it truly is.
Speaker 2 (09:05):
And I think it's sweet, because they're sometimes
so concerned that the serviceprovider will be in trouble.
Yeah, and I assure them that'snot the case.
We welcome feedback becausethere's really no failure.
It's opportunity for growth andlearning.
Speaker 1 (09:17):
Absolutely, we don't get better if we don't know what
we're doing For sure, thatdoesn't match with the needs.
For sure.
So let's flip it a little bitand talk about how do we make
sure that our teams feel valuedand they gain that confidence.
Speaker 2 (09:44):
How do you, as a leader, just really dive into
that with them and provide thisopportunity for them to feel
valued and see some growth andsome success.
I'm a big fan of if I seesomething positive, I try to say
it Awesome, Um, praise, praise,praise.
And you know, praise, praisepublicly and and you can give
feedback privately.
Yeah, Um, but I think you know,helping somebody cause this is
how I was led, you know is thatsomebody believed in me before I
(10:07):
believed in myself.
Yes, and so that's what I tryto help them feel because I do.
There's not a team member onour staff that I don't believe
in them.
Yes, and so just to really helpthem understand, like, even if
you don't believe in yourselfright now, I believe in you.
Speaker 1 (10:24):
Yeah, and you can borrow my belief until you feel
it yourself.
Speaker 2 (10:28):
For sure, and then just loving them, just loving
them, um, and you're listeningto, to their needs and making
time for that.
Um, I think making timeespecially when I don't have
time, how do you do that speaksvolumes.
Um, take a deep breathsometimes and just understand
that um, when we allow busynessas leaders to consume us, then
(10:54):
kindness and compassion kind ofget pushed to the side.
So true, and so taking the timeand understanding that that is
the most important thing.
You know, we say, like, ourteam members are internal
clients.
Yeah, it's very true, ourinternal clients.
It's very true.
And I think that showing thatwe're willing to listen, even
(11:16):
though we have a million thingshappening, and that we're trying
to accomplish, I think that isprobably the single most
valuable thing to an employee tofeel valued and loved, yeah,
and you've built a culture oftrust and compassion.
Speaker 1 (11:33):
And it's incredible I'm going to go on that culture
piece for a second because Iknow how important culture is to
a glow Share with some of ourlisteners how you've created
that culture of just truededication to your employees and
building an environment wherethey can continue to grow.
(11:53):
How do you guys work on yourculture?
Speaker 2 (11:55):
I think that consistency is really important.
We don't compromise on holdingour huddles, Okay good
Communication.
We have.
What we've chosen to do withhuddles is we have a monthly
topic for topic for wellness,and so, um, for example, in
(12:15):
january, it was all about ourmission statements.
We needed some help rememberingwhat that is, and back to the
basics, and um, in february wasinterpersonal relationships and
we.
This month is mental health inthe workplace, and so, um, we
talk about that in Huddle.
That's awesome, and so I thinkconsistency with regard to
(12:37):
culture is really important.
What is done for one is donefor all.
We celebrate their lives.
If someone's getting married orhaving a baby, we sponsor a
shower for them Wonderful, andwe give birthday celebrations
and gifts, and I think that allof that helps them to feel
(13:01):
valued and helps with theculture, because people want to
come to work.
Yeah, when you feel like it's asafe place and sometimes work
is a person's safe place You'reright, you're right, you're
right.
Speaker 1 (13:14):
And I've had that experience too, right, yes,
where finally somebody sees me,values me, and they may not have
felt that in other portions oftheir lives.
This is awesome.
I had a question and it justpopped out of my head, so I'm
going to come back to it.
I'm sure, but when we'rebuilding a team?
So I'm going to come back to it, I'm sure, but you know, when
(13:37):
we're building a team, is thereanything that that you would
recommend someone coming intothe general manager role needs
to focus on when trying to buildteam in our industry, because
it's so individual right now,like we feel so much about.
We hear so much about eithercommission salons or booth rent
and those feel reallydisconnected.
(13:57):
How do we connect?
I know we talked about culture,but how do you build that team?
Speaker 2 (14:03):
I think really listening deeply to what they
need is really important, but ithas to be balanced with certain
expectations.
So, again, if expectations arethe same for everybody, being
consistent on that, but alsohaving the ability to listen to
(14:27):
what they're going through andwhat their needs are, if we can
meet their needs and they canmeet our needs, I mean that's
ultimately what we want, right,and so I think consistency is
the biggest thing.
Yeah.
Speaker 1 (14:40):
Do you feel like, as a general manager, your primary
focus is your internal client oryour employees, those team
members?
Do you feel like that's yourprimary?
Speaker 2 (14:50):
responsibility, for sure.
I think that it's important forme to have a pulse on how
everything is operating, yeah,and making sure that we're
giving the customer experiencethat we need to give, but it's
more about helping them givethat Right.
(15:10):
It's not me directly givingthat so much.
Yes absolutely.
Yeah.
Speaker 1 (15:15):
Right, like, yeah, that's how I felt too, that I
needed to really take care of myinternal client so that then,
in turn, they could take care ofsomeone else.
For sure, yeah, but being ableto paint that picture.
So, that is awesome, all right.
So I have one final questionfor you, and it is what advice
would you give to someone who isnew in managing a team in our
(15:38):
industry?
Speaker 2 (15:39):
Stay humble.
Okay, tell me more.
I think that it's important forsomebody entering leadership to
not get hung up with a titleyes or to think that we know all
the answers.
I definitely don't know all theanswers.
Yeah, um.
I think it's just as importantfor us as leaders to remain
(16:02):
coachable yeah, just like wewant our team to remain
coachable.
Um, and teachable I guess maybeis a better word Um.
But being real with my team, Ithink, has had a big impact on
them.
That they understand that I'mwilling to admit if I've made a
mistake is important to me.
Speaker 1 (16:24):
Yeah, and building that level of trust with them.
And vulnerability, yeah, toyour point, like vulnerability.
If we show it, then they canfeel like there's enough of a
trust that they can do the sameand we're going to be able to
see so much growth from them.
That's awesome, that is reallyawesome.
(16:48):
Just have such a warm andwelcoming environment.
That and your generosity to notonly your team but also to all
of the all of us around you.
It's something that that youguys are known for.
You probably don't know you'reknown for, but there's a lot of
talk about how Aglow really doessupport in so many ways and
(17:10):
that dedication to growing team,growing our industry and
growing ourselves asprofessionals.
You guys are real role modelsfor that.
So thank you, thank you so muchfor having me my pleasure.
Thank you for all you do.
Thank you for joining us fortoday's Beauty Business
Strategies Podcast.
If you'd like to join us for acomplimentary call, please click
the link in the descriptionbelow and we'll see you next
(17:32):
time.
Welcome to the Beauty Business Strategies Podcast.
I'm Christy Hardy and today I'mjoined with a very special
guest, laura Hess, who is theGeneral Manager at Aglow Spa and
Salon.
Welcome, laura, I'm so glad tohave you.
Thanks for having me.
It's an honor to be hereAwesome, thank you.
Tell us just a tiny bit aboutyour role at Aglow as the
General Manager.
How long have you been in it?
(00:20):
What caused you to get intothis role?
And then we'll dive into somequestions about being a general
manager.
Speaker 2 (00:25):
Sure, so I've been in the industry for about 12 years
and general manager for aboutfive years.
Speaker 1 (00:33):
Okay, and what drew you to that position?
Like, was it just like anatural?
How'd you get there?
Yeah, How'd you get there.
Speaker 2 (00:43):
So I was a career changer and so my background
kind of has some management init, some business and retail
management.
So it was a natural fit.
But then being plugged into theindustry that I really wanted
to be in was kind of the keythere.
And then once I joined the teamat Aglow I knew that was the
company that I wanted to do thatgrowing with and Christy makes
(01:05):
it possible for opportunities tohappen.
Speaker 1 (01:08):
So that is awesome.
That is awesome and, as ageneral manager, I'm sure you're
creating those opportunitiesfor your team as well.
Yes, you guys are a team-basedpay business core year.
You follow the team-basedbusiness model.
Yes, tell us a little bit aboutwhat it's like to manage within
a team.
Speaker 2 (01:27):
Well, like managing other teams, I think there's
always that challenge of havinglots of different personalities
and working work styles andgifts and talents, and we have
45 employees, so it's a lot ofwomen working together, so
creating an environment where wecan give grace to each other
(01:50):
and understand how each otherworks.
Our guests touch a lot ofdifferent people.
That's great.
A lot of people touch our guests, from guest care department to
the service provider to you know.
It's a lot of people involved,yeah, so just keeping that
cohesive is a challenge, but Ithink we do it pretty well.
Speaker 1 (02:15):
How do you try?
Speaker 2 (02:16):
to keep your team cohesive.
We do a lot of analyzing of notjust data but things like
personality assessments, workingstyle assessments, to try to
get to really pull out the giftsfrom people in order to thrive.
That's awesome.
Speaker 1 (02:35):
You find where they fit, yes, and then mold them
into better humans, betterbusiness leaders, better team
members all of the above Right.
I did that too.
Leaders, better team membersall of the above Right I did
that too.
So I'm in a similar scenario of.
In my previous role, it wasgeneral manager as well, and I
felt like I had the ability tohelp team members create their
(02:57):
career.
Yes, instead of just have a job.
Yes, and that's, I think it'sall about pulling that the best
out of them, of them, and that'sreally what our job is.
Speaker 2 (03:06):
Right, we can manage tasks, but it's really about
pulling what's best out of ourteam members, for sure, that's
definitely the most fun is tohelp them to realize their
potential.
Yeah, yeah.
Speaker 1 (03:18):
Oh, I think so too.
I agree.
So here I have a couple ofquestions for you.
We're talking a little bitabout building a cohesive team.
Are there any unique challengesthat you've faced managing in
this industry, in the salon andspa environment?
Speaker 2 (03:33):
I think that keeping everybody productive and
creating this environment ofwanting to help each other and
how that can translate to betterfor everyone.
So I think that's unique to ateam-based salon, for sure, but
(03:55):
it also is worth the effort,because then there's not
competition between the serviceproviders in any way, and
helping them to understand thewhy behind helping each other
out and how if we, if we all win, like that's great for
everybody, we all win, yeah, weall win.
We all win, right?
Speaker 1 (04:13):
absolutely.
I love that, the, the idea ofin that team where we're not
pitting people against eachother, it's not building my
column or my, it's building ours, ours, and I think that is so,
so unique in our environment.
Speaker 2 (04:27):
But for sure it is.
Speaker 1 (04:29):
Tell us how you keep that motivation engaged.
How do you stay engaged inmotivating a very large team?
You have a lot ofresponsibility around that.
How do you keep yourself andyour team motivated and engaged?
Speaker 2 (04:42):
Well, I think when you're during busy periods, it's
relatively easy because we getto celebrate in the numbers
every day.
Yeah, and it's fast paced andit's fun and it's exciting and
the energy is high.
It's in like a little bitslower seasons that are the
challenging part, yeah, and sowhat we do is we have monthly
(05:04):
touch base meetings, we havequarterly career coaching and
within those, we're constantlytalking about what things are
you working on to personally andprofessionally develop yourself
and how can we help supportthat.
And so there's always somethingin their back pocket that they
know that they need to beworking on and it's for a goal.
Yeah, you know.
(05:25):
And so just reminding andsupporting that you know why did
we, why did you set this as agoal for yourself, and how
important that is to work on itwhen there's time to work on it,
and do you help them set thegoals?
I do, but I think that they'llsupport what they help to create
.
Yes, and so we definitely usethat a lot, and so I think, in
(05:48):
order to feel motivated, we haveto be working towards something
, not just in something, yes,like we're, just like in it.
We're kind of it's easy to feelthat stagnant, yeah.
Yeah.
I'm bored and so likeconstantly working towards
something, but I think that Ivery much want them to create it
(06:12):
.
Speaker 1 (06:13):
I love it.
I just hope to draw that out.
I guess.
Right, Asking the rightquestions, showing them
different opportunities, that'sgreat.
For sure, that is awesome.
That is awesome If you had tokind of coach another manager
through handling conflict,because that's always a question
I get is you know how do wenavigate and address conflict
(06:34):
within our team-based business?
Speaker 2 (06:38):
If there's conflict between team members, I
definitely will encourage andcoach for them to work it out
themselves.
So oftentimes if there's aconflict, someone might come to
me like here's the situation,what do you think I should do?
It's not like here's mysituation.
Please fix it for me, okay,good, so I think that that's
(06:59):
super cool.
Not that there's never a time Ibecome involved, but it's
pretty rare.
That's great that I do.
Usually we'll kind of maybepractice what the conversation
looks like, if it's a hard onethat they need to have with
someone, and then they do it,and then we kind of recap after
it's happened and how did it go?
How could it have gone better?
Did you reach the resolution ornot?
Speaker 1 (07:21):
That is awesome.
Yeah, that's great.
You are creating a really safespace for your team to
personally grow when you arekind of coaching them through
those conversations.
Yes, I think that's superimportant I do too I do too.
What if we flip it and we thinkabout how do we manage client
conflict?
So like do you, how do you getinvolved?
At what level do you getinvolved and how do you coach
(07:43):
your team through client?
Speaker 2 (07:44):
conflict, sure, well, it kind of depends on what the
conflict is.
Um, we're really blessed tohave an entire leadership team
so we have, um, you know, ourguest care, guest care manager.
Okay, so if it's kind of on theum, you know the that side of
things.
Um, she does an amazing jobhandling that.
So, like if they were chargedwrong or got charged for
(08:09):
something that they didn't have,or undercharged or whatever,
our guest care team will handlethat.
If it's more service providerrelated like they didn't love
their hair or whatever, I seethat as a great gift.
First of all, that the guest iswilling to give us a try to fix
the problem and to redo it.
(08:30):
I think that with any conflict,the biggest thing is to just
hear what they have to say yes,and sometimes that's enough.
You, are so right.
So if the client who ispotentially unhappy feels heard,
that's the most important thingand we'll definitely do
(08:50):
everything that we can to makethings better.
Speaker 1 (08:54):
Yeah, so it's a gift?
I think so too.
I say that all the time.
All feedback is good feedback,even when sometimes it stings.
Yeah, because that's how wegrow.
Yeah, it truly is.
Speaker 2 (09:05):
And I think it's sweet, because they're sometimes
so concerned that the serviceprovider will be in trouble.
Yeah, and I assure them that'snot the case.
We welcome feedback becausethere's really no failure.
It's opportunity for growth andlearning.
Speaker 1 (09:17):
Absolutely, we don't get better if we don't know what
we're doing For sure, thatdoesn't match with the needs.
For sure.
So let's flip it a little bitand talk about how do we make
sure that our teams feel valuedand they gain that confidence.
Speaker 2 (09:44):
How do you, as a leader, just really dive into
that with them and provide thisopportunity for them to feel
valued and see some growth andsome success.
I'm a big fan of if I seesomething positive, I try to say
it Awesome, Um, praise, praise,praise.
And you know, praise, praisepublicly and and you can give
feedback privately.
Yeah, Um, but I think you know,helping somebody cause this is
how I was led, you know is thatsomebody believed in me before I
(10:07):
believed in myself.
Yes, and so that's what I tryto help them feel because I do.
There's not a team member onour staff that I don't believe
in them.
Yes, and so just to really helpthem understand, like, even if
you don't believe in yourselfright now, I believe in you.
Speaker 1 (10:24):
Yeah, and you can borrow my belief until you feel
it yourself.
Speaker 2 (10:28):
For sure, and then just loving them, just loving
them, um, and you're listeningto, to their needs and making
time for that.
Um, I think making timeespecially when I don't have
time, how do you do that speaksvolumes.
Um, take a deep breathsometimes and just understand
that um, when we allow busynessas leaders to consume us, then
(10:54):
kindness and compassion kind ofget pushed to the side.
So true, and so taking the timeand understanding that that is
the most important thing.
You know, we say, like, ourteam members are internal
clients.
Yeah, it's very true, ourinternal clients.
It's very true.
And I think that showing thatwe're willing to listen, even
(11:16):
though we have a million thingshappening, and that we're trying
to accomplish, I think that isprobably the single most
valuable thing to an employee tofeel valued and loved, yeah,
and you've built a culture oftrust and compassion.
Speaker 1 (11:33):
And it's incredible I'm going to go on that culture
piece for a second because Iknow how important culture is to
a glow Share with some of ourlisteners how you've created
that culture of just truededication to your employees and
building an environment wherethey can continue to grow.
(11:53):
How do you guys work on yourculture?
Speaker 2 (11:55):
I think that consistency is really important.
We don't compromise on holdingour huddles, Okay good
Communication.
We have.
What we've chosen to do withhuddles is we have a monthly
topic for topic for wellness,and so, um, for example, in
(12:15):
january, it was all about ourmission statements.
We needed some help rememberingwhat that is, and back to the
basics, and um, in february wasinterpersonal relationships and
we.
This month is mental health inthe workplace, and so, um, we
talk about that in Huddle.
That's awesome, and so I thinkconsistency with regard to
(12:37):
culture is really important.
What is done for one is donefor all.
We celebrate their lives.
If someone's getting married orhaving a baby, we sponsor a
shower for them Wonderful, andwe give birthday celebrations
and gifts, and I think that allof that helps them to feel
(13:01):
valued and helps with theculture, because people want to
come to work.
Yeah, when you feel like it's asafe place and sometimes work
is a person's safe place You'reright, you're right, you're
right.
Speaker 1 (13:14):
And I've had that experience too, right, yes,
where finally somebody sees me,values me, and they may not have
felt that in other portions oftheir lives.
This is awesome.
I had a question and it justpopped out of my head, so I'm
going to come back to it.
I'm sure, but when we'rebuilding a team?
So I'm going to come back to it, I'm sure, but you know, when
(13:37):
we're building a team, is thereanything that that you would
recommend someone coming intothe general manager role needs
to focus on when trying to buildteam in our industry, because
it's so individual right now,like we feel so much about.
We hear so much about eithercommission salons or booth rent
and those feel reallydisconnected.
(13:57):
How do we connect?
I know we talked about culture,but how do you build that team?
Speaker 2 (14:03):
I think really listening deeply to what they
need is really important, but ithas to be balanced with certain
expectations.
So, again, if expectations arethe same for everybody, being
consistent on that, but alsohaving the ability to listen to
(14:27):
what they're going through andwhat their needs are, if we can
meet their needs and they canmeet our needs, I mean that's
ultimately what we want, right,and so I think consistency is
the biggest thing.
Yeah.
Speaker 1 (14:40):
Do you feel like, as a general manager, your primary
focus is your internal client oryour employees, those team
members?
Do you feel like that's yourprimary?
Speaker 2 (14:50):
responsibility, for sure.
I think that it's important forme to have a pulse on how
everything is operating, yeah,and making sure that we're
giving the customer experiencethat we need to give, but it's
more about helping them givethat Right.
(15:10):
It's not me directly givingthat so much.
Yes absolutely.
Yeah.
Speaker 1 (15:15):
Right, like, yeah, that's how I felt too, that I
needed to really take care of myinternal client so that then,
in turn, they could take care ofsomeone else.
For sure, yeah, but being ableto paint that picture.
So, that is awesome, all right.
So I have one final questionfor you, and it is what advice
would you give to someone who isnew in managing a team in our
(15:38):
industry?
Speaker 2 (15:39):
Stay humble.
Okay, tell me more.
I think that it's important forsomebody entering leadership to
not get hung up with a titleyes or to think that we know all
the answers.
I definitely don't know all theanswers.
Yeah, um.
I think it's just as importantfor us as leaders to remain
(16:02):
coachable yeah, just like wewant our team to remain
coachable.
Um, and teachable I guess maybeis a better word Um.
But being real with my team, Ithink, has had a big impact on
them.
That they understand that I'mwilling to admit if I've made a
mistake is important to me.
Speaker 1 (16:24):
Yeah, and building that level of trust with them.
And vulnerability, yeah, toyour point, like vulnerability.
If we show it, then they canfeel like there's enough of a
trust that they can do the sameand we're going to be able to
see so much growth from them.
That's awesome, that is reallyawesome.
(16:48):
Just have such a warm andwelcoming environment.
That and your generosity to notonly your team but also to all
of the all of us around you.
It's something that that youguys are known for.
You probably don't know you'reknown for, but there's a lot of
talk about how Aglow really doessupport in so many ways and
(17:10):
that dedication to growing team,growing our industry and
growing ourselves asprofessionals.
You guys are real role modelsfor that.
So thank you, thank you so muchfor having me my pleasure.
Thank you for all you do.
Thank you for joining us fortoday's Beauty Business
Strategies Podcast.
If you'd like to join us for acomplimentary call, please click
the link in the descriptionbelow and we'll see you next
(17:32):
time.
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