How to avoid inconsistency in the workplace

March 25, 2013 by

You design systems to ensure predictable outcomes. Most systems are rather straightforward, requiring employees to be aware, engaged, and paying attention. On the other hand, complex systems require intense concentration on procedures, measurements, timing, and other factors that cannot be compromised. World-class companies are defined by their consistent ability to execute their systems flawlessly. Discipline is embedded into their cultures.

When systems of any kind are compromised, inconsistent results occur. Material waste, labor cost, missed deadlines, upset customers, and stress all impedes forward progress. When inconsistencies get out of control, media coverage can do major damage to a company’s product, service, and reputation. Anyone taking a Carnival cruise anytime soon? I think not.

Here are some no-compromise strategies to purge your company of costly inconsistencies:

  • Leadership allows it: I figured I would nail this one first because leaders, no matter how much they despise inconsistency, watch it occur everyday in their companies and do little or nothing to address it. Systems and standards of performance must be built on a foundation of shared accountability. Accountability is doing what needs to be done and taking ownership in the success of the company. Fact: too many leaders are uncomfortable leading with a high level of accountability. I’m not suggesting a company and its culture can’t be fun – I’m simply stating that accountability is tough work. Tony Hsieh’s book “Delivering Happiness” is his story of building Zappos’ fun culture. However, Amazon didn’t acquire Zappos in 2009 for $1.2 billion because it was all fun and no profit. Fun cultures can most certainly be accountable cultures. Leaders allow “average is good enough” in their companies.
  • It’s not for everyone: Just as some leaders find leading a high accountability culture out of their comfort zone, many employees can’t deal with it either. Succeeding in a high accountability culture requires a solid work ethic and determination to excel. Sadly, there are employees that just want a job and a paycheck, and view showing up and going through the motions as good enough. Sorry but if you keep that employee on payroll, you continue to buy mediocre behavior and performance every time you hand them their paycheck. I don’t know about you, but I refuse to spend money on that kind of behavior.
  • Factor of Ten: The “Factor of Ten” is my way of shining a laser beam on the importance of training and coaching your team members to master your systems and processes. You can’t hand them a manual or show them a video module and expect the level of mastery necessary to eliminate costly inconsistencies. Training and coaching is non-negotiable. Inspecting and correcting is non-negotiable. Taking personal interest in guiding employees to achieve their full potential is non-negotiable. Achieving world-class performance and status begins with world-class training and coaching. No compromise.
  • Ditch the Micro: Micro-management is what inexperienced, control freak leaders do. It’s exhausting, stressful, and stifling for leaders that do it and the poor souls that try to function under it. Micro-management is a culture based on distrust and finding fault. It wears people down rather than building them up. It de-powers rather than empowers people to take responsibility and initiative. Got all that? Good. Stop micro-managing. Let go of some of the controls and see what happens. Give your people an opportunity to shine. Coach them when they make a poor decision. Celebrate them when they achieve a win.
  • Your “World Class”: Define what world class means to you and your company. Engage your employees in the process so they have ownership in the definition and the outcome. Attach that to your company vision. Make it a focal point for the next six months. Talk about it. Meet about it. Have constructive dialogue about it. Begin living it.

In the end, it’s about being the best based on your own terms. No compromise.

Filed Under: Monday Morning Wake-Up Tagged With: , , , , , , , ,

The power of keeping salon/spa staff focused

July 26, 2012 by

Maintaining a sense of urgency is a management responsibility not to be taken lightly. Complacency can quietly infect even the most successful businesses. It usually begins during a period of smooth sailing, when the “business as usual” mentality sets in, leadership relaxes, and the urgency that previously inspired growth and performance wanes. Personal agendas take a precedence over the business’ goals and needs. The team loses focus.

Perhaps more than any other, the salon/spa environment is a fertile breeding ground for complacency. At most salons and spas, a “pecking order” keeps gridlocked and overbooked technicians in square opposition to new technicians trying to get established. In the middle is a mix of rising stars and underachievers…and those who are simply satisfied with their present level of performance and income. If an owner or manager, by choice or necessity, spends a lot of time behind the chair, the grip of complacency tightens. Efforts to rally staff enthusiasm are hit-or-miss. Conflicting personal agendas and a lack of leadership blur the business’ focus.

At Strategies, we get many questions from well-intended owners seeking the magic formula to motivate staff. There is no magic formula, but there is a formula. It’s a process of focusing staff on performance priorities, and devoting the time and attention to establishing goals (and keeping them at the forefront of staff’s daily activities). For example: There is a big difference between telling staff they must improve retention rates, and keeping retention goals and performance data posted. Telling staff to improve, but without clear goals and objectives, is like launching a rescue flare. It rises high and shines bright, and you hope against hope that someone sees it before it falls and fizzles. Setting monthly goals and posting the scores every week — or even every day — keeps everyone focused on growing the business. It’s one ingredient in the formula.

In contrast to shot-in-the-arm motivation that yields short-term results, focus mobilizes your team for maximum short- and long-term performance. Focus brings consistency to client service and technical execution, which directly improves retention rates. Focus also dramatically reduces errors and drives efficiency upward. It propels sales to record levels because everyone is pulling in the same direction. Focus is the difference between “business as usual,” and a high-performance environment.

What are you doing to keep you and your staff focused?

 

Filed Under: Information Flow, Leadership, Productivity, Teamwork, Uncategorized Tagged With: , , , , , , , , , , ,

Creating a foundation for salon and spa growth

May 3, 2012 by

You’d never open a salon without the proper tools — state-of-the-art scissors, top-of-the-line blow dryers and, of course, fabulous, effective products. Similarly, no one would try to run a spa without massage tables, pedi chairs and wonderful scrubs and lotions.

Unfortunately, many owners do try to run their salons and spas without the proper business tools needed to be profitable and successful.

Many salons and spas struggle with cash-flow and figuring out what’s coming in (and going out). Without a clear financial picture, it’s impossible to plan for steady growth, as expenses always pop up. Many owners (maybe even you) start using their personal credit cards to pay the bills — even to cover payroll. It’s impossible to build a strong business without a realistic cash-flow plan.

Numerous other owners and managers grapple with staff concerns, from hiring to pay design to performance evaluations. Some owners have leadership issues, uncertain how to translate their vision to their employees so that everyone is working toward the same goals. Proper communication is one of the first steps in building a successful business, yet it is one of the basics that many salon and spa owners believe they don’t have time for. A culture where employees want to do their best, stay and grow is one of the hallmarks of a thriving, profitable business.

Providing consistent customer service is also difficult for many businesses. As you know, customers expect more — just doing the minimum is no longer effective in today’s super-competitive environment. Surpassing customer expectations in every area of the business is a requirement to develop a loyal customer base that will recommend a salon or spa to their friends.

Do these challenges seem familiar? While perhaps not as glamorous as offering a great cut, a photo-worthy up-do or a creative manicure design, solid business practices are what every salon and spa need to be successful.

The path to addressing these issues starts with you — the leader. Start coordinating your game plan for change now. Now is a good time. And you can find the time to make it happen. The alternative action — putting it off again — will only leave you in a declining holding pattern. If you want change, do it now.

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Looking for the best place to start?

The Strategies Incubator is designed to jumpstart the business side of your salon/spa. In four intense, exciting days, you will learn the basics to grow a strong business, including financials, leadership, teamwork, communication, compensation, employee retention and customer loyalty.

Without a proper business foundation, a salon or spa cannot grow in a healthy way. It may appear to be doing well, but it’s no more stable than a castle built in the sand.

Start building your foundation for success at the Strategies Incubator, June 10-13. Find out more here.

Filed Under: Customer Loyalty, Financial Literacy, Information Flow, No-Compromise Leadership, Productivity, Profitability, Staff Retention, Teamwork Tagged With: , , , , , , , , , , ,

Five ways to stay energized in your business

April 19, 2012 by

Feeling a little blue? First-quarter sales not quite what you were hoping for? Just a little worn out by the day-to-day routine? Try these tips to recharge your batteries and get reinspired about being a leader:

  1. Know it’s not always going to be easy. There are going to be tough days, difficult decisions, cash-flow challenges, people who call in sick. Have a plan for how to deal with the days when you’re frustrated, angry, sad or aggravated. Start now by making a list of “Things I Love About My Salon/Spa.” Add to it regularly; revisit it often.
  2. Plan for the long term. Identifying where you’re going in a few months or years can help you keep your eye on the prize. Staying focused on your ultimate goals for your business will remind you of the big picture. Take time to review where you’ve come from, too. We can get bogged down in the everyday grind and forget how we’ve grown, how much better we’ve gotten.
  3. Involve your team. Your business can never grow without the energy of your staff members. Look to them for ideas, support and suggestions. And be sure to offer lots of appreciation. Your staff has lots of options about where they work. They chose you. Doesn’t that make you feel good?
  4. Don’t put off tough decisions. The mental drain from not doing is far greater than what’s involved when you make a decision and act. Thinking everything over and over and over (and over) before making decisions is exhausting and sure to sap your energy. Gather the facts, follow your heart, and take action.

Find the joy. Every day. Think about what went right, who went beyond the usual call of duty, which customer was especially happy. Can’t think of anything? Try harder. Ask your staff for the highlights of their days too. Jot down notes as you move through your day, just so you won’t forget. Laugh together with your team, share stories, do things just for fun.  Take a few minutes for yourself – even on the busiest days – to take a walk, breathe deeply, read the cartoons or watch a funny online video. Don’t underestimate the importance of self-care – exercising, eating well, getting sufficient sleep, connecting with friends and family.

Filed Under: No-Compromise Leadership, Productivity, Teamwork Tagged With: , , , , , , , , , , ,

Is your salon or spa culture delivering happiness?

April 11, 2012 by

Business culture imageI am a huge fan of shoes and an even bigger fan of Zappos.com. Therefore, it’s hard to believe that it took me until two weeks ago to read Delivering Happiness by Tony Hsieh, CEO of Zappos.

I’m in the process of hiring a slew of new employees and figured that now was a good time to review ways to keep my culture strong and vibrant in the midst of change. Boy, did I not know how it would affect my company in the following week!

It took me just a few days to read the book. I loved it, of course, and was inspired to initiate a culture-oriented project for my staff. The timing was perfect with all our new hires and our 29th anniversary in business. At our April team meeting, I told my staff about a project they needed to complete in four days, in order to present to the entire company. The project? In one page or less, describe the Visual Changes culture.

The three must-haves:

  • What does it mean to you?
  • How would you describe it to a stranger?
  • Why is it important to you?

I don’t know about your team, but mine is filled with procrastinators. The night before it was due, most of my team was texting me about their assignment, some with questions, some with complaints, some with tears and others with fears about if they were doing it right.

On Saturday, we got to work early for our annual Easter egg hunt and our weekly team meeting, during which we would share our homework. We hunted for 110 eggs first, ate the breakfast that my mom and I made for the team, and then got down to sharing our thoughts around our culture.

Some staffers wrote bullet points: “We are fun to be around.” “It’s not really work at Visual Changes.” Others wrote about our core values and how we exemplify them every day. Some talked about how our culture is one-of-a-kind or how it changed their lives.

One of my long-time employees had texted me that she had done the homework but would not be able to present it. Two days earlier, she had given me her notice. She sat in tears, telling me that she had been given an opportunity to go into an accounting job that would give her the ability to utilize her degree and to be home with her children after school.

As she sat there crying, she kept telling me how she felt that she was letting her team down. I started to cry too. While this was a sad moment, if it was best for her and her family, I would respect that.

I asked that we wait until the following Tuesday to tell the team, because of the homework and the Easter egg hunt. She agreed.

So, she texted me that Saturday morning, saying that she was afraid she’d cry too hard if she had to make the presentation, so I agreed to read it. There were a few tears but I made it. As I read it, I knew that her decision earlier in the week had to be one of the hardest she’d ever made. She described a culture of true loyalty and trust, a family that made you feel like you belonged, people who had your back and always looked out for your best interests.

That night I got a phone call. Her husband had read her homework on the computer. He approached her after work and asked her if this was truly how she felt about our company. She cried and said it was. He said, “We will sacrifice as a family. You cannot leave something that makes you feel this way.”

We discussed at length ways to make her staying with the company work for her and for the business, and I’m excited that she’s staying with us.

While we talk about the culture of our company constantly, it’s easy to get bogged down and negative. But when you get down to the nuts and bolts of things, what is it that keeps our employees coming back day after day? Whatever it is that is so important and vital, we need to protect it.

Sometimes it’s hard to sit down and write out what it is that makes our culture so vibrant and amazing. If we didn’t do that team project, I’m not sure that the end result would have been the same. So, I’ve recommitted myself to preserving our culture and making every team member feel cherished. It’s not just about “delivering happiness” to our clients. It’s about making sure that our team feels that too. That’s why they choose to work with us.

Filed Under: Information Flow, No-Compromise Leadership, Staff Retention, Teamwork, Uncategorized Tagged With: , , , , ,

Yay team!

August 3, 2011 by

Just because a group of people work at the same place doesn’t mean that they’re working “together,” toward the same goals. Successful businesses have strong teams. That’s true whether it’s a department store, your favorite restaurant or a salon/spa. When groups work together, the path is easier and the results are impressive.

There’s more to working as a team than sharing a business address or uniform. Start with these tips, and start reaping the rewards of teamwork:

  1. Everyone’s on the team. You can’t have a team if 80 percent of the staff is on board and a few people aren’t. This isn’t voluntary. The whole staff plays by the same rules. No exceptions. It means that everyone enjoys the good times, too.
  2. All team members have an important role to play. When we start thinking in terms of “star” employees and “everybody else,” we send a message about who’s important to the business. Which employees could your business operate without? The person who handles front-desk and administrative duties? Stylists? Massage therapists? Team members may not play the same functions, but each has a significant role to play. A drummer may not get the same recognition as the lead singer, but the show doesn’t go on until everyone’s on stage. Don’t play favorites.
  3. Great teams have great leaders. The owner and manager are the coach and captain. They must be an example to the team and a source of encouragement and support. Let’s face it, it’s challenging to own and manage a business. Your staff, your team, looks to you for how to act and react, and for how to respond to challenging situations. Make sure you’re giving the right messages, every time.
  4. No team can survive without communication. All you have to do is watch a pitcher and catcher in a baseball game to see how important communication is! You may not have such a complicated set of signs, but constant communication is a must, every day, both formally and casually. Don’t assume your team already knows something – tell them, and tell them again. There’s a reason a coach has locker-room meetings with the team before the game and again at halftime (and that’s in addition to all the communication during the game)! It’s really difficult to over-communicate.
  5. Team members take care of each other. It’s corny, but there truly is no “I” in team. While personal successes and growth should be encouraged, the team should always be shooting for mutual goals. Staff members should be helping one another out and looking for ways to make things go more smoothly for the team. Share concrete examples of how this happens at your business with your staff, and make sure you praise this behavior. Have team goals and be sure to celebrate when they’re met.

Fostering a culture of teamwork is not an simple task. When you do, everything about running your business should be easier and more enjoyable. And that’s a worthwhile goal for everyone.

Filed Under: Business Builders Tagged With: , , , , , , , ,