Intro: Do you feel like you were meant to have a kick-ass career as a hair stylist? Like you got into this industry to make big things happen?
Maybe you’re struggling to build a solid base and want some stability. Maybe you know social media is important, but it feels like a waste of time because you aren’t seeing any results. Maybe you’ve already had some amazing success but are craving more. Maybe you’re ready to truly enjoy the freedom and flexibility this industry has to offer.
Cutting and coloring skills will only get you so far, but to build a lifelong career as a wealthy stylist, it takes business skills and a serious marketing strategy. When you’re ready to quit just working in your business and start working on it, join us here where we share real success stories from real stylists.
I’m Britt Seva, social media and marketing strategist just for hair stylists, and this is the Thriving Stylist Podcast.
Britt Seva: What is up and welcome back to the Thriving Stylist Podcast. I’m your host, Britt Seva, and today we’re talking about walkouts.
This is a topic that I know from living through one. This is something I’ve coached many salon owners through, and it’s something we’ve talked about indirectly here on the show, but I don’t think we’ve ever dove in deep.
This is going to be a really fun one because I didn’t source this episode alone. Every once in a while, a topic will come up where I feel like, yes, I know a good bit about this topic. However, if I can make it juicy or if I can make it a little more beneficial, I’m going to. This is one of those episodes where I said, “You know, really good topic, but I think that I could actually take it to my Instagram following and really beef it up a little bit,” and y’all showed up.
I did an Instagram poll asking about why you may have chosen to be a part of a walkout if you’ve ever been a part of one and to give us some feedback that we could share collectively. I have never had such high engagement on something like that. I mean, hundreds of responses, which was beautiful.
I didn’t know what the result would be, but because the response was overwhelming, I was able to come to you today with statistics and percentages and lots of really direct quotes and feedback and a lot of really good stuff, so I just want to start this episode by saying thank you. Thank you to y’all as listeners for being a part of this experience. When I say this podcast isn’t for me, it’s for you, I really mean it, and so thank you for showing up in such a big, huge way.
If you want to be a part of the podcast, you can always follow me @brittseva if you don’t already on Instagram or @thethrivingstylist. Also, if you’ve not already done so, make sure you leave me a rating and review on iTunes—be totally honest with that—and leave me a question that you’d like me to answer on the podcast in the comments below. That’s where I source most of these topics from. So if you want me to coach you, that’s the place to do it.
Let me go back a little bit and talk about the email I received that sparked this podcast topic.
Now, I also want to say whenever anybody sends me anything, I do a really good job of censoring in a way where I’m trying to protect the identity of the person. Some details about this email had been changed, however, it’s to the same point, it shares the same story, and I want to read it to you here now.
“So I had my first salon walkout. One team member wasn’t a great cultural fit, so I wasn’t surprised when she left, but the other two team members who left right behind her, I really loved working with. And they said they were just so exhausted by the harshness of the industry, that they were burnt out completely, and had to go.”
So for this salon owner, one person wasn’t a good cultural fit. She was happy to see them leave. But the second two who walked out together just told her, “We’re too exhausted. We’re leaving,” which to me always raises an eyebrow a little bit. I don’t think that they’re lying. I think that that is true, but that’s not something that you would need to leave a salon over, so we’ll dive into that in a minute.
“So it’s down to just me and two other booth renters now in a massive salon. I had plans of cutting back my hours, raising my prices, and now I don’t know what I’m going to do. Do I open up my hours to accommodate the people that were left with no stylist? Do I have to work more evenings? I’m exhausted. I’m beat down. I feel completely at my wit’s end. My body is starting to decline due to all the pressure I’ve put on it behind the chair all these years. With all that’s transpired, I don’t even know if I want to continue in this industry. This has just about broke me down.”
Oh, it’s like the heaviness of that message. I could feel the pain so deeply, and when I look at this collectively, I could probably put my finger on exactly why the walkout happened, but rather than make assumptions, I want to shift into the feedback that I received, but I also want to talk about my own experience with a walkout. I’m actually going to start there and then we’ll take it to the room.
So I was a part of a salon walkout. This was back in 2016, and I’ve talked about this a little bit here and there, and I talk about the experience from different perspectives, depending on what I’m coaching to at any given time. But I want to talk about specifically the walkout component now.
Of course, hindsight’s 2020 and, I’ll be candid, I was not surprised when the first stylist started leaving and my exit from the business probably could have been predicted as well. I don’t think any of it was shocking. The reason that I share that is because very few walkouts should feel shocking, to be totally honest.
The reason why walkouts feel so shocking is lack of self-awareness and a lot of times we, as a business owner or as an entrepreneur, choose to not have self-awareness as a way to protect ourselves. Like it is a survival technique. We don’t want to look around at what’s broken, the areas where we’re lacking, the areas where the company is lacking, the areas where our marketing is lacking, like looking at all of those gaps is painful.
So trust me when I say I understand it, however, very, very rarely is a walkout something where I’m like, “Oh my gosh, I can’t believe it.” Like they are predictable. I could walk down the street and tell you which salons are going to get a walkout. If I was able to spend an hour in the business, I could tell you if one is coming or not. It’s always predictable. It’s just a question of if you’re looking around at the signs.
When I look back at my salon and why we had a walkout that ultimately closed the business, that was the end result of that, after years of multi-million dollars in revenue, I mean, years of wild success, complete shutdown, and it happens that fast.
When I look at what I believe were the three biggest triggers that caused the walkout to take place, one is going to be the owner’s resistance to evolution, two is going to be a drastic cultural shift, and three is what I’m going to call volatile behavior.
I’m going to tread really lightly on volatile behavior because I always have and I always will keep it above board when I talk about some of the details of what went down, but I’ll talk at the hundred-foot view about that for a minute.
When I say owner’s resistance to evolution, it’s not that the owner of our business—so I was the salon director. The owner was absentee offsite, so I was running all of the day-to-day operations, the hiring, the firing, the payroll, the training, the reprimanding, the all of it, all the day-to-day operations, but it wasn’t my business, right? I didn’t have my skin in the game, my money wasn’t on the line.
When it came down to making big decisions, I had a voice, but I was not the final decision maker. What I noticed was happening is that I wanted to evolve and modernize the business, I saw what needed to happen, when I would decide to do something, it would work, so clearly I had a proven track record.
It was around 2014 that the salon owner felt like he had met this consultant who was going to be great, there was a lot of promises, and pulled the trigger and brought this person in. Unfortunately, the consulting was, to my opinion, old school and we actually took a lot of steps backwards when we brought in that consultant. Instead of evolving the business forward, he evolved it to a place of what I think he perceived to be comfortable.
Moving forward and evolving is painful and hard and causes a lot of fear. It’s like pioneering, which means you’re stepping into the unknown. There’s no proof. That is scary. That’s also how businesses succeed. You have to fight through that fear, right?
But he didn’t want to fight through the fear and I get it, that’s his choice. But because of that, instead of evolving, we de-evolved, I don’t even know what the word is for that. That was painful for the entire team to go through.
We’re going to get into that in the survey in a minute, but there’s no doubt that the lack of evolution played a part of the walkout.
To the drastic cultural shift, we went from being—I think that I speak for the group when I say this was some of the happiest years of our lives working at the salon when times were good. Like before the shift happened, like pre-2014, 2015. We had the best jobs, we worked for the best place with the best people. It was like life was fire. It was just amazing and we really cared for each other. I know a lot of salons are family, but this was different. It was just something totally special and exceptional, and when this new way of doing business came in, it was almost like—if you took a pot cover and put it on top of a flame, you know how the flame immediately diminishes? It would be the same thing. It was like we were hot and then we were ice cold, and that was due to a change in the cultural shift.
I’ve shared this very openly, the way I liked to coach my team was not around money. It wasn’t around “How do we make more money?” It was about how do we create a better lifestyle? I was willing to do a lot for the salon. I really dedicated my life to that business, big time, and I was willing to do a lot to make sure it stayed that way.
Then when this person came in from the side and decided that chasing a beautiful lifestyle wasn’t the way that success is earned. It destroyed our culture. I mean, within 18 months it was completely gone, and that’s what allowed me to see how crucial culture was. I knew it, but I hadn’t seen it firsthand, how, when the culture is dead, the business is dead. It’s only a matter of time.
So the drastic cultural shift and then three, volatile behavior. I will say there was a time when the salon was co-owned by two owners. One of the owners was unfortunately just not equipped as an owner. I’ll just say it like that. Wasn’t a great leader. Brilliant, talented, didn’t have the skills to lead, which is a totally different skillset I’ve come to learn over the years. Tried his darnedest and his erratic behavior where you didn’t know if it was going to be up or down or good or bad, or where you stood, or if you were going to get yelled at that day, that doesn’t work. Nobody wants to work for that. We lost a lot of really good people to hot heads and big tempers.
I believe those three are the major reasons for our walkout, but when I took it to the group and asked on Instagram stories—listen, if you’ve been a part of a walkout, why? I’m going to give you by percentage, the top reasons, and then I’m going to share with you some quotes.
Now, as I share these percentages, they’re not going to add up to a hundred percent because what you’ll notice is, or what I noticed as I was reviewing the feedback is for most people, it was like one or two reasons. For some people, it was like eight reasons. But for a lot of people, it was one or two things. Very rarely was it like “Pay structure changed. I’m out.” I got very few of those. It’s very much like this breakdown and that’s why I say I can tell when a salon is on its last legs, even though the owner is oblivious to it, like I said, it’s lack of accountability. It’s blatantly obvious.
Let’s talk about the percentages. 14% said policies or rules, so policies or rules, and we’ll get into what exactly that means. Actually let’s do that right now. So with policies and rules, 14% said that was the reason that they left.
Some of the quotes around policies, “Where I was asked to sign a non-compete,” “We were using a growth system or method that set unrealistic expectations and made it feel impossible to grow.”
The impossible to grow thing. Whoa, that’s going to be like a running line through everything I share today.
“Lack of systems truly destroyed the salon,” and then “too many rules and micro-managing.” And so that’s that fine line. So in Thriving Leadership, which is a program I coach to, we talk about that. There’s a huge difference between having strong systems and micromanaging.
In the business I have now, we have a lot of systems, highly systematized. I am the polar opposite of micromanager. I just expect you to do your job and get it done. I’ve given you a framework to do it in. It is sink or swim.
I’m not micromanaging, but it is highly systematized in a way so that everybody knows what they’re supposed to do. They have the systems to make it all possible. That’s where success is found.
You have to find that balance between, it can’t be a free-for-all. This is not Lord of the Flies, but you also can’t overprocess or have your thumb on everything, right? So it’s finding that balance. So policies or rules, 14%.
18% said lack of benefits or education. So when I looked at a lot of the quotes around this, it was things like, “the salon owner wasn’t bringing in educators,” “the salon owner didn’t educate themselves,” “the salon owner didn’t make education feel important.”
Then there were things about traditional benefits, like unpaid time off, paid time off, medical insurance. Those are becoming mainstream benefits, my friends. That is not like, “Wow, I can’t believe a salon is doing that.” That is becoming the norm.
Things like that are things that people are looking for. Okay.
39%, only 39%, less than half, said compensation. 39%, which did not surprise me because I think a lot of times we think like, “Well, I can’t pay them enough, so they’re going to leave.” That is a part of it. If you’re not paying your people properly, definitely they’re going to leave, but that’s never—like across all industries, people will work somewhere for lower wage if their quality of life is high. You’ll find that in any industry.
So 39% blamed compensation. Do you know, only one person said anything about a booth rental rate? One person. So it’s never about like, “Oh, they were charging too much in rent.” If the perceived value is there, people are happy to pay. It’s about having the perceived value, which we’ll get into in a little bit here.
But compensation was 39%. So compensation obviously is coming from employees, so let me give you the feedback. “Their pay scale changed all the time.” Now that was something that happened in our salon big time, because we had this consultant who came in and I don’t think that their coaching was modernized. So because of that, it was like every blip in time, we had to change our compensation structure, which is not good.
If people can’t anticipate how much money they’re going to make, that feels very fragile.
Okay, two: “I had to pay a fee if a client used a credit card.” When we’re nickeling and diming our team, they’re going to bounce. Things like color charges, where you pull a color charge before you make a commission split, what are we doing? Just adjust the commission.
When it starts to feel like you are nickeling and diming your team, they’re going to go. There’s no normal business that operates like that. So while it may be legal to do it, psychologically it’s not great. This was a huge reason why people were leaving.
Number three, this was a big one for me. “I was making a hundred grand plus as a commission employee and I walked away. Not because I wanted to, but because the culture had become so toxic.” So this is somebody who was a high producer and this person now is an incredible salon owner. Oh my gosh. Like somebody that anybody would just kill to work for, went on to be brilliant, making all the money. The culture caused this person to leave.
Next, “I was asked to work really hard for very little money, which would have been okay, except for my owner was degrading and negative rather than encouraging.” Going back to the point that I said, it’s not about the money at the end of the day. People are willing to work for the money so long as they feel like they’re going somewhere, the culture supports them, there’s encouragement.
I think we’re living in this world where we feel like, “Well, nobody wants to pay their dues anymore.” Listen, I’m raising a Gen Z. I have a teenager, an 18-year-old who lives with me, right? My daughter. She’s willing to work hard, really hard—my family is a working family. Everybody works hard around here—willing to work hard, but she needs to know where she’s going with it. She doesn’t want to work mindlessly and I think that’s the mindset shift we have to have.
People aren’t lazy. They’re just not foolish either, and they want to know that it’s going somewhere, right? “Lack of compensation,” “transparency,” “I had worked there for six years and was consistently producing more and more. They’d only ever raised my prices, which really didn’t affect my take home pay much, and that got exhausting.”
In my program, Thriving Leadership, I share a whole new compensation model that speaks to exactly this. There is a lot of ideas of, “Well, if you want to make more money, let’s just raise your prices.” That is minimal when you look at what somebody would get if they were to have a raise in a larger company.
I know as I say that, some of you were like, “Well, we’re not larger companies.” Let me just change that phrase, then like formalized businesses. Even if you had a furniture shop down on Main Street, when somebody’s getting a raise, it’s generally speaking not 50 cents more an hour or something like that. It is significant.
So when we do like a $5 price increase and we’re like, “Oh, congratulations,” it’s so minimal. Does it move the needle? Yes. If somebody’s booth renter, does it move the needle a lot? Yes. But if somebody is an employee, that price increase is just not enough to motivate. Just not there.
And then lastly, as far as compensation, “I was told my commission had hit the max.” Commission should never cap out. There should never be a glass ceiling for anybody in your building. It’s a problem.
41% said, scheduling or flexibility. This is a big one for me.
When I was at the salon, it was very much like corporate America style, which is definitely not what I would suggest, but it was we all worked the same schedule. Everybody, whether you had been there for 10 minutes or 20 years, we all worked the same schedule. That’s broken. That doesn’t work anymore. That was one of the things I had challenged with that led to the walkout. That model fell apart, and as the industry evolves, we have to evolve with it.
So having flexible hours and scheduling is crucial if you don’t want to walk out and you want to retain a good team.
“A vacation was frowned upon” was one of the quotes that I got. Why are we frowning upon people taking vacation and living life? Because I want you to think about the psychology of that. How many owners feel like they’re working too hard and they need a break, and so you don’t allow your team to have vacation, but you think that you’re so burnt out that you’d like to have one, like you want a vacation. Why would you assume your team doesn’t want one too?
And then you argue “Well, they’re not working as hard as I am.” Yeah. They chose not to be a salon owner. It’s just a different life choice. We can’t punish people for choosing to work for us in that way. That doesn’t make any sense. So encouraging vacation should be what happens, because if you don’t allow vacation, somebody will just quit and take their own vacation. You have to think about the repercussions and things like that.
I’m not saying it should be a free-for-all and everyone should take all the time in the world. That won’t work either. And in Thriving Leadership, we talk about how to find the balance in that. But you can’t just prevent people from living their lives and think they’re going to stick around, like that doesn’t make any sense.
Next, we have, “I wanted the freedom of schedule. I’m an adult. I don’t need to be told when and where to be, like I’m a small child.” That goes back to what I talked about in our salon.
Next—this was a big one for me and I put it under scheduling, but I could have put it a few places. “Our staff meetings never went anywhere. They happened every single month. I still don’t know what the point was and it took an hour off my schedule.”
That’s a problem. Ineffective staff meetings are a huge problem. It’s a huge thing we talked about in Leadership as well.
Next, 47% said growth potential. Just about half. If you’re not giving people in your building a growth plan, half are on the fence about if they’re going to leave or stay. 47%. That’s huge.
One of the things we talk about in Thriving Leadership—and I’m going to keep bringing it back to that just because I’m so excited. The program’s come out and we now have all these resources—one of the things we talked about is creating a growth plan for everybody on your team. And one that they buy into, not one that you’ve just made up, hoping they get on board. One that actually motivates them to stay, right, and knowing that their potential is endless and that there is no glass ceiling, and there’s no moment where you’ve made it.
Successful people don’t feel like they’ve ever made it, like “put a fork in me, I’m done.” As soon as you put a fork in you, the business starts to decline, so there needs to always be room to grow, room to go, and we need to be facilitating that.
Next 51% said professionalism or leadership abilities, 51%. Let me read you some of the quotes on that.
For leadership, we have, “I had an absentee owner who didn’t empower the managers.” We had “owner got complacent.” To that note, we have “the owner’s heart was no longer in it, and it showed every single day.” “The owner told me she couldn’t prioritize the salon for three more years when her kids were in school, and then she’d have more time. I didn’t have three years’ more time. I couldn’t wait around for her.” I loved that one. “The owner spread themselves too thin and the business suffered,” “the owner, acted immature and wanted to be a mother or a friend to the team instead of a true leader.”
I mean, raise your hand. Some of you listening to this are like, “Yeah, guilty.” That is a reason why people will leave. So if you think like, “Well, if I nurture enough, if I mother enough, people will stay.” No. Nurturing is great, but you’re not the dad or the mom. You are the leader and it’s a really different role.
Here’s this one was the clincher for me: “The owner was miserable, it was obvious, and it made everybody in the building miserable.” If you are in misery, why will anybody stay? I see a lot of leaders who were like, “Well, if my team knew how painful it would be, maybe they’d step up.” No, they’ll step out, but they’re not going to step up. You are a leader. You’re not a friend. It’s not their job to scoop you up off the floor. You are the leader. You’re the captain of the ship, right? You need to be the pillar of strength.
That doesn’t mean you don’t have bad days. I have bad days all the time, but I can’t just expect my team to be the one to pick me up off the ground. I’m thankful that they’re supportive, but I have to have other resources to do that with. I can’t turn to them every time something goes sideways, right?
Another thing that came up with leadership was progressive outlook. This was a big one. “They didn’t believe in social media,” “owner wasn’t open to change,” “the business stopped evolving and modernizing,” “lack of education for the owner and the team,” and “the owners were controlling and close-minded.” Kind of like what I talked about with my salon too. No evolution, no retention.
64% said communication or lack of listening. 64%. Well over half. I mean, way more than every other comment was about communication or lack of listening. Some of the comments there: “We had big lack of open, honest, and nonjudgmental communication between all employee levels.” “I felt like I wasn’t being listened to, or not listening to my needs or believing in my potential.”
Here’s the thing about listening and communication. I always say you don’t have to be a wish granter as a leader. It’s not your job to say your wish is my command. I say no to my team all the time, but I do always listen. I listen, I hear you out, I’ll have a constructive conversation about something. I will give you an intelligent answer as to why or why not.
People just want to be heard. That is a way that we, as human beings, show value in another. If you’re trying to talk to me and I’m like, “ugh, you’re just the worst, like you’re so annoying. I don’t want to hear what you have to say. You’re always coming in with all your ideas.”
If someone’s always coming in with ideas, that is a blessing. They care enough to share their feedback with you.
I know it can feel frustrating ‘cause it can feel nitpicky. Like my gosh, I give y’all so much, how much more can I have to give? I understand how frustrating that is, but people are sharing because they care. If they didn’t care, they’d walk out. And people are saying that, like 64% said I tried to tell them, I asked to be listened to. I wanted to have good communication when I couldn’t get it. I left. So just know communication and lack of listening is huge.
And then the biggest one, the number one 68%, two-thirds of those surveyed said bad culture or lack of culture. That’s how important culture is.
And then when we have the quotes around that, we had “Our values no longer aligned.” “The owner started hiring stylists out of desperation versus truly prioritizing company culture.” “My peers weren’t as motivated as I was.”
I got that a lot, a lot, a lot. If you want driven stylists, you need to be hiring driven stylists and letting go of those who don’t fit in. Honestly, it makes such a difference.
“Gossip, even from the owner.” Oh friends, you can’t. You can’t have a trusted confidant stylist in the salon that gets to know all the tea with you. That won’t work. And if one stylist tells you something, it cannot go to anybody else. You have to be the vault. It’s so important.
“Too cliquey and it felt like a party circle hangout rather than a legitimate business.” “The senior stylists were allowed to get lazy, which wasn’t appealing to me as a driven hungry stylist,” and “favoritism.”
Those were the top reasons that we saw for walkout when I did a survey to everybody as a whole, and so I really want you, if you are a salon owner, to analyze what you have going on. If you’ve recently experienced a walkout, I want you to try and put your finger on maybe why.
I know the hard part is that for some of you, it’s like, man, it’s probably all those things. I get it because being a salon owner is really hard. Being a business owner is really hard. I empathize with that.
The reason I talk so passionately about topics like this is because I feel like the wool gets pulled over our eyes in this industry a lot where it’s like, “Yeah, do it. It’ll be great. You’ll be fine.” And then you get in and you’re like, “What was I thinking? Why didn’t anybody tell me?” You feel like you’re left out to drown and it’s scary.
Salon ownership is hard. Business ownership is hard. Being a stylist is freaking hard, and with focus and a plan and a strategy, you can overcome all of these things, but you got to step up to the plate.
If you are going to keep the salon and keep being an owner, you must pick up the bat and step up to the plate, ready to take the pitch. You can’t sit in the dugout. It’s just not going to work. And you can’t say I’m too tired to play anymore. You’re going to have to get in the game. That’s the only way.
When we look at how to start turning this around, it’s hiring the right people. But before that, prioritize culture, and if you don’t know what that means, please sign up for Thriving Leadership. Truly, please. It is such a low-cost investment to turn your business around, it’s ridiculous.
Then we have listen. Literally listen to your people and give them feedback, educate yourself and stay modern, scale your schedule back. You are not a superhero. You’re pretty freaking amazing, but you’re just a human being like everybody else, and it is next to impossible to take clients four or five days a week, even three is a stretch, and still be a great leader. It just doesn’t allow you to have enough time to truly do all these things.
I know what I’m asking you to do is a lot, so make the time to do it right.
Then a growth map or a plan, which we talked about in Thriving Leadership a lot. But lastly, it’s going to come down to mindset and to the owner who sent me that email and to anybody who’s reached out, I want to encourage you to go back in time to why you chose to be a leader before you were burned, before all of this felt hard, before you felt lost, before you had your walkout, go back and tap into that person who was so excited and just felt like there was nothing but endless potential and that anything was possible.
Try and go back to that outlook and bottle it up and start to think about how can I get back to that place? What can I do or change?
One of my favorite quotes is “We overestimate what we can do in a day and underestimate what we can do in a year.” You can turn a salon around in a year. It’ll take focus, it’ll take work, but if you’re willing to put in one year of your life, you can have it all on the flip side of that. It’s choosing to grieve the past, have a fresh outlook to the future, and make no excuses, man. This work is hard, but my gosh, is it worth it.
I want to end this podcast by reading a quote from an amazing stylist. I’ll just say her first name Lauren, who I had the pleasure of connecting with this year. It was funny because on the same day I posted asking about walkouts, she was like, “I walked out today,” and she shared this post with me. So I’m going to read it to you. This is on our public Instagram, so I’m not spilling any extra tea.
It says “I wear today as a badge of honor. Today was the day I said, enough is enough. I rage-quit in the middle of my day behind the chair. I had been back at my job for less than two weeks after the birth of my son. I had a meeting telling me after hitting all the qualifications for an assistant before I left, they wouldn’t be giving me one. Between pumping for my child and being completely booked, I was pulled into the office, saying a coworker was talking S about me. Hint, it isn’t the people who are doing more than you who are talking to. I asked for December 16th off for my wedding day and was denied, but told I could go to the courthouse between clients and come back. I was denied 50% commission pay because I didn’t see 25 guests a week even though I produced some of the highest ticket averages in the company. I maintained the highest retention qualifications and wasn’t paid for mandatory work meetings and education.
“Not only was this experience not limited to me, but my clients were included when they were told I had left to become a stay-at-home mom and had left the industry forever. I have never experienced anything like this at any salon I’ve ever worked at previously.
“None of this is okay, but I’m going to be okay. This is just the beginning of supporting my local community to embrace change and lead the way on more ethical business practices that remove fear from the process and end the abuse that was handed down to us from past generations of stylists and salon owners.
“I’m sorry so many have endured pain before, but I will do my best to always lead with love, support, and respect.”
I really admire that open share, and while I will say I know there’s two sides to the story, and I’m certain that the owner has their own side and I’ll respect that, what we need to keep in mind is this is the perspective of the people who work for you. This is how they’re walking away, feeling like those are her true legitimate feelings and perception is the reality.
What used to work in the industry will not work anymore. It’s time to step into the new evolution. It’s time to look at what the future looks like.
Because my friends, the salon owners who do, the best is way yet to come. To those who don’t, I’ll be here with coaching and guidance to do my absolute best to shift your perspective so that you can join us in the new generation of the industry.
As always, friends, so much love, happy business building. I’ll see you on the next one.
