Latest / Salon Success Secrets — The podcast for salon owners who are done hustling harder and ready to break their revenue ceiling. / Scaling Your Salon: From Behind the Chair to a Thriving Salon Business

Transcript

Scaling Your Salon: From Behind the Chair to a Thriving Salon Business · Salon Success Secrets — The podcast for salon owners who are done hustling harder and ready to break their revenue ceiling.

• 0:34
  Speaker 1: Hello and welcome to today's podcast.
• 0:37
  Speaker 1: We are pumped to have you here with us today as we dive into the stages of salon ownership.
• 0:46
  Speaker 1: That's right, we are pumped to dive into the stages of salon ownership today.
• 0:50
  Speaker 1: I'm sure you'll recognize yourself somewhere inside of this journey and really get some great formulations on how do you get to the next level.
• 1:00
  Speaker 1: So I am Lindsay Lowe and with me today I have my co-host, jen Booth.
• 1:07
  Speaker 1: Awesome, we are excited to dive into this journey with you.
• 1:12
  Speaker 1: Let's go.
• 1:15
  Speaker 2: Alright, and you know this may take you some of you back down memory lane.
• 1:18
  Speaker 2: You're like, oh yeah, I remember when I was in this stage.
• 1:20
  Speaker 2: I remember when I was in that stage and sometimes I think it's always a good journey to go backwards a little bit and say, hey, this is where I was and now this is where I'm at.
• 1:29
  Speaker 2: Just remember to celebrate the winds along the way as you go through this journey today, and it doesn't matter what cycle you're in.
• 1:36
  Speaker 2: What's most important today is the opportunity to say, hey, here's what I could implement to get me to the next stage and to really develop and grow what it is that I'm looking to create.
• 1:47
  Speaker 1: Yes, and also, just as Jen was saying, there's nothing wrong with any of the stages, like they all have their beautiful parts.
• 1:54
  Speaker 1: And you know, for some they're like, hey, I never want to get out from behind the chair, and for others you're like, can I get out from behind the chair tomorrow?
• 2:02
  Speaker 1: And so just recognizing you know where you're at and where you want to go and honoring that path, I would say, is one of the most important things, because sometimes you know you don't have to get out from behind the chair and you could still, you know, get to that legacy stage.
• 2:17
  Speaker 1: So there's, you know, lots of variables to keep in mind.
• 2:21
  Speaker 1: This is just a great, some great easy formulas to really get to that next level of impact inside of the industry.
• 2:30
  Speaker 1: And so you know the first one, you know we'll kick it off with Sally Salon, sally solo salon.
• 2:37
  Speaker 1: Sorry, you know this is some people start here, a lot of people start at the next stage, but this, you know, is somebody who's under that $250,000 mark usually.
• 2:49
  Speaker 1: And really how you get to the next level is take that risk and hire a team.
• 2:55
  Speaker 1: So we will.
• 2:56
  Speaker 1: There's not a whole lot that you know in that stage that that you can do to get out of that stage, aside from, you know, getting that team in place and and really starting to pave that path for the future.
• 3:13
  Speaker 1: So once you get out of that stage.
• 3:15
  Speaker 1: The next one is behind the chair.
• 3:18
  Speaker 1: Betty Jen, do you want to talk about this one?
• 3:22
  Speaker 2: Yes, because I don't know about you, lins, but I've definitely been behind the chair, betty.
• 3:26
  Speaker 2: So at this stage your business is usually doing under $500,000.
• 3:31
  Speaker 2: And you know what the stage is like.
• 3:33
  Speaker 2: It's like you feel like you've got to do it all.
• 3:36
  Speaker 2: You wear the hats of every task there is to do.
• 3:40
  Speaker 2: You're doing 4,327 clients a day because I remember feeling that way.
• 3:46
  Speaker 2: And it's like, you know, going on a treadmill, you just keep going and going and going, with no stop button in sight, and so you know the revenue.
• 3:55
  Speaker 2: At this stage, when you're usually behind the chair, buddy usually files on your shoulders.
• 3:59
  Speaker 2: Sometimes that can be a little bit different.
• 4:02
  Speaker 2: You know if you've ever been to a baritade or bought an existing salon company.
• 4:05
  Speaker 2: But just like myself, I bought my grandmother's salon.
• 4:07
  Speaker 2: It still was on me Like I had to be the biggest producer at this time.
• 4:13
  Speaker 2: And so you know the thing of it is at this part you've probably done the hardest part.
• 4:17
  Speaker 2: You've started the business congratulations.
• 4:19
  Speaker 2: It started to create value in the marketplace because you're having the summer return guests your retention, that's great, um, but you're still.
• 4:28
  Speaker 2: You're stuck in that never ending treadmill stage as chief everything officer.
• 4:33
  Speaker 2: You ever been there?
• 4:34
  Speaker 2: Lens chief everything officer, ceo, you're for CEO, and if you stop, the business stops.
• 4:44
  Speaker 2: And you know that's where, um, you feel like man, you're exhausted, you're overwhelmed, you're like, wow, you, for you're not grounded in your why, you forget.
• 4:55
  Speaker 2: Wait a minute, I think I was making more money just being by myself versus having a team of people.
• 5:03
  Speaker 2: And this is not a bad stage to be in, because there's also what's next and what to look forward to.
• 5:08
  Speaker 2: So let's talk about how you can go from behind the chair, betty, to our next um stage, which is going to be operator Alice.
• 5:18
  Speaker 1: Yeah.
• 5:18
  Speaker 1: So there's so many great ways to really get into that next stage, and I and I love that you said treadmill I like to think of it as like a hamster wheel.
• 5:26
  Speaker 1: You know you're just hustling on that hamster wheel all the time and where are you getting?
• 5:31
  Speaker 1: You know you're not even in a hamster ball, you're in a hamster wheel, so you're very limited on what you see around you.
• 5:39
  Speaker 1: Um and so really, at this stage, if you're able to take control of your schedule so that you can focus on what matters, that is going to be the secret sauce.
• 5:50
  Speaker 1: You know, a lot of people spend all of this time working inside of their business and no time working on their business, and some people might even say, hey, I don't even know what to work on on my business, so it's just easier for me to work in my business.
• 6:07
  Speaker 1: And so some of the things that you can really focus on during the stage is hiring.
• 6:14
  Speaker 1: You wanna find people that you can trust.
• 6:16
  Speaker 1: You wanna get them on board.
• 6:18
  Speaker 1: You wanna surround yourself with some of the best people inside of the industry, and we believe that happens through creating a master's program or a training program or something of the like.
• 6:29
  Speaker 1: But you really wanna get on board with hiring.
• 6:32
  Speaker 1: I remember once upon a time when I first bought the salon that I bought, there were several people who just we ended up having to release several to go find a better fit somewhere else, and it really just made me scared to hire people, cause I was worried that we were gonna recreate the same thing that we had before, with some negativity and different things like that.
• 7:01
  Speaker 1: And so I just really wanted to be intentional with that hiring.
• 7:05
  Speaker 1: But I actually just got scared and so I didn't do it.
• 7:09
  Speaker 1: And so one of the key things here is to just really think about who it is that you can help and who can help the organization just become a better place.
• 7:23
  Speaker 1: And once you hire on some of those key people, then you wanna start to work on the art of delegation.
• 7:28
  Speaker 1: So you can't.
• 7:31
  Speaker 1: If you're a micromanager, you'll do best alone.
• 7:35
  Speaker 1: If you are somebody who wants to grow a team, you have to get used to.
• 7:42
  Speaker 1: Hey, if it's 80% or more, that's great.
• 7:45
  Speaker 1: Nobody's gonna do it perfect, and in fact you probably aren't doing it perfect either at this stage cause you're so busy.
• 7:53
  Speaker 1: Just being busy, it's hard to do everything, right, am I right?
• 7:58
  Speaker 1: Oh, I know, and so really mastering that art of delegation is huge too.
• 8:04
  Speaker 1: But then also, I think one of the key elements and one of the areas that people avoid inside of our industry all the time is budgeting, understanding your finances, having a plan for your business's money, because you'd rather know where it's going than wonder where it went.
• 8:23
  Speaker 1: And I think so many times inside of our industry there hasn't been a business school until now that you could go to and really truly learn about how to budget and how to create that successful salon plan.
• 8:39
  Speaker 1: Because if you're at this behind the chair bed each stage and you don't master budgeting, you could create a lot of havoc inside of your salon and that really truly could prevent you from getting to that next level.
• 8:50
  Speaker 1: So really, you wanna think about your services, you wanna think about your brand identity, you truly just wanna paint that big picture of how you wanna position yourself inside of the market.
• 9:06
  Speaker 1: And I think when you think about those things at this behind the chair, a bed each stage, that really truly can create that ladder to get to the next level, which is, like Jen just mentioned, the operator Alice stage.
• 9:23
  Speaker 1: Jen, you wanna tell us about this one.
• 9:26
  Speaker 2: Yeah, and you know, something just came to view for me too, like when you're at that behind the chair, betty, like you, really, I love what you said about the finances part of it, because a lot of people will try to be bring on a manager or an operator's operations director at this point and like, at the end of the day I'm not saying that it's not always possible, but you usually can't afford this position yet and sometimes you do have to wear all these hats until you get that stability to be what's kind of next, which is that operator's Alice, cause I do see that sometimes in salon companies where they go, yeah, I got a manager and I'm doing $400,000 a year.
• 9:58
  Speaker 2: I'm like, oh, wow, okay, well, let's, let's take a look at some P and L's, because I bet your payroll is very high compared and there's probably not a lot of profit left at the end of the day, because I remember being at $500,000 in.
• 10:10
  Speaker 2: There's really not a lot to work with at the end of the day and a lot of scenarios.
• 10:15
  Speaker 2: So to really be just aware of that, I think, is a beautiful gift to have as well.
• 10:20
  Speaker 2: So let's travel down to operator Alice.
• 10:25
  Speaker 2: I love these names.
• 10:26
  Speaker 2: Lindsay came up with.
• 10:27
  Speaker 2: These are just great names.
• 10:29
  Speaker 2: And when you're an operator for Alice, like you're probably your salon company is doing like under like 1.2 million.
• 10:35
  Speaker 2: So you're kind of at that stage of you're picking up the slack of others, you're feeling in the gaps.
• 10:42
  Speaker 2: You're like a firefighter.
• 10:44
  Speaker 2: You ever seen a firefighter in action?
• 10:45
  Speaker 2: You're always putting out fires, like if you're not behind the chair as much you're in the office and they're still knocking at your door or walking through the door and saying, hey, this is happening.
• 10:56
  Speaker 2: How, what do you want me to do?
• 10:57
  Speaker 2: How can I handle this?
• 10:59
  Speaker 2: So what's usually coming to view, or what the underlying problem is, is that you can't get your team on the same page and working in the same direction.
• 11:07
  Speaker 2: I know that I've been in that place before too.
• 11:10
  Speaker 2: You're like I put all these great things in place and for some reason, there's no consistency.
• 11:16
  Speaker 2: Like why are you asking me the same question that three other people just asked me?
• 11:21
  Speaker 2: Like what happened?
• 11:21
  Speaker 2: Where was the breakdown?
• 11:24
  Speaker 2: And so, like you've really got to really start to understand, like how to start growing other leaders, how to really, when you're giving delegation, how to make sure it's really clean and clear, just like Lindsay said, with that 80, 20 rule, like that's when you've really got to focus in on starting to amp up, growing other people in a big way so that you can start to cut back some when it comes to being behind the chair.
• 11:49
  Speaker 2: And if you love being behind the chair, that's totally okay, like it's not wrong At that $1.2 million mark or that operator Alice, you just have a little bit more flexibility because, like I love to come from the place of I get to be behind the chair versus I have to be behind the chair, and those are two totally different games that salon owners play that really dictate or predict, kind of what your future holds.
• 12:16
  Speaker 1: Absolutely.
• 12:16
  Speaker 1: You know, and I think that there's just so many wonderful things at this stage because you know one of the things that happens at this stage is that you do have a little bit more freedom inside of your budget to bring on somebody who can help with some operations, because usually at this stage you have several people on your team and you know there's an unwritten rule that there needs to be one leader for every seven members on your team, and I think that that holds true just because you know you want to make sure that you really are living out whatever your gold promise is and really implementing that, because at this stage you still are, you know, like Jen said, kind of the firefighter You're putting out these random fires and so really, truly, you do need all of those leaders in place to be able to help raise the vision for everybody.
• 13:10
  Speaker 1: You know usually one person can't do that alone.
• 13:13
  Speaker 1: It takes several people, you know, inside of a team to create that.
• 13:17
  Speaker 1: So you know, at this stage, you know that turnover is still moderate.
• 13:22
  Speaker 1: You know, and really at any stage of the game you will experience some turnover.
• 13:28
  Speaker 1: It's just a matter of you know, sometimes early on in the game.
• 13:33
  Speaker 1: You know, I know this was me.
• 13:35
  Speaker 1: You can sometimes hire out of desperation and think that you can coach somebody into a space that they just aren't willing or able to go to, and it doesn't make them bad people, it just means like, hey, at a certain point you start to realize I can't do that, you know, and it's, I'm not a bad person, they're not a bad person, but we're just not the right fit.
• 13:58
  Speaker 1: And so really getting that clarity at this stage and helping grow those leaders is huge.
• 14:06
  Speaker 1: So, in order to really level up at this stage, you know you really want to focus in on your mission, so you want to define truly what it is that your why is, so that you can have a purpose-driven business.
• 14:19
  Speaker 1: You know, because you want to make sure people know what they're doing matters inside of your salon company.
• 14:24
  Speaker 1: You know, and for us, we, our mission is super simple.
• 14:29
  Speaker 1: You know, to create an experience so exceptional that everybody leaves feeling beautiful inside and out, and that means everybody on the team and every guest that comes into our space.
• 14:39
  Speaker 1: We want everybody to leave feeling that way, and so, when everybody knows what the mission is, it's an easy mission to be a part of.
• 14:48
  Speaker 1: It makes the day run so much more smooth.
• 14:52
  Speaker 1: You know it can kind of help eliminate some feelings or some blame or whatever it might be in different situations, because you're like, hey, this is our mission.
• 15:01
  Speaker 1: You know, it can kind of help remove that emotional attachment to it.
• 15:06
  Speaker 1: So, in addition to that mission piece, you also really, truly want to be focusing on the vision.
• 15:11
  Speaker 1: So what is the vision that you have for your salon company?
• 15:16
  Speaker 1: You know you truly want to work on casting that vision so that your team can see, hey, this is.
• 15:22
  Speaker 1: You know I've got some bigger opportunities here.
• 15:25
  Speaker 1: You know there's some bigger purpose for me here.
• 15:29
  Speaker 1: You know it's not just about hair, it's not just about skin, it's about, like, making an impact on the world or making an impact on our community or whatever that truly is.
• 15:39
  Speaker 1: And I think that core values for your heartbeats of your salon really just like anchor in.
• 15:46
  Speaker 1: You know that mission and that vision and those heartbeats truly give you that space of who you're going to be and how you're going to operate in that space.
• 15:57
  Speaker 1: You know we like to say, when we're coming up as a team with our core values together, which we do every 12 to 18 months, hey, if we were all able to show up as the very best version of ourselves.
• 16:07
  Speaker 1: What would that look like?
• 16:09
  Speaker 1: What would the environment be like?
• 16:11
  Speaker 1: You know, what values would we hold to be true and how do we want to define those values together?
• 16:16
  Speaker 1: No-transcript Love to me might mean something different than love to you, for example, jen.
• 16:23
  Speaker 1: You know, I know that we share that same core value, for sure, but just really getting clarity on your team so that everybody has that same definition of what does love mean, or you know, whatever it is that your heartbeat is, just getting, that clarity, I think, is huge.
• 16:40
  Speaker 1: And on another side of clarity is you want to make sure that you have that role clarity, so you want to make sure that people know hey, who do I go to if I have a question about payroll?
• 16:50
  Speaker 1: You know, who do I go to if I have a question about time off?
• 16:54
  Speaker 1: Who do I go to if I need help with a color on the floor?
• 16:57
  Speaker 1: You know, that really does help break up chaos inside of a company.
• 17:03
  Speaker 1: When you have clearly defined roles and responsibilities, you know, then people are easily able to go directly to that person to resolve anything before it becomes a bigger issue.
• 17:17
  Speaker 1: You know, I think that that that can that can eliminate so much chaos and confusion inside of an organization for sure.
• 17:26
  Speaker 1: And you know, I think that the next key piece to leveling up in this area is communication.
• 17:32
  Speaker 1: So you know, at this stage you, you definitely want to get used to repeating yourself.
• 17:37
  Speaker 1: I know Jen you talked about earlier.
• 17:39
  Speaker 1: You know, wait, haven't I said this like four times.
• 17:42
  Speaker 1: You know, and absolutely like you know, I know you're not in resistance to saying that, but I also know, at certain points I have been in resistance to saying things because I'm like, oh my gosh, I think I've said that 50 times.
• 17:54
  Speaker 1: You know, or you'll, you'll bring in an amazing artist for something and they'll tell somebody something that you've said 50 times and they're like did you hear what they said?
• 18:03
  Speaker 1: You're like, wow, I think I've said that 50 times.
• 18:07
  Speaker 1: But, yes, I'm so glad that you finally heard it.
• 18:10
  Speaker 1: It doesn't even matter from who you know, but this is the level that you want to communicate on.
• 18:15
  Speaker 1: You know, you, it's okay to repeat yourself.
• 18:17
  Speaker 1: You know, I promise it will change your team for the better.
• 18:22
  Speaker 1: You know, the quicker you can lower your resistance in that area of repeating yourself, the faster you'll see change inside of your environment, you know, and because you have to say and do it in a loving way, you can't, you know, come from that place of being annoyed that you've said it that many times.
• 18:38
  Speaker 1: Well, maybe they haven't heard you, maybe maybe it's you haven't delivered it, maybe they were absent that day, whatever, whatever it was just getting used to repeating yourself, you know, because that really truly can get you to the next level.
• 18:53
  Speaker 2: I love that.
• 18:53
  Speaker 2: And so what's next for us after we're in that stage?
• 18:57
  Speaker 2: We're going to move on to salon owner Samantha.
• 19:00
  Speaker 2: And these are just fun names.
• 19:02
  Speaker 2: Guys like if your name's Betty, alice, sally, samantha, it's just fun opportunity to look at.
• 19:08
  Speaker 2: There's there's no judgment on these names is just like okay, just like in life.
• 19:12
  Speaker 2: There's stages in life that we go through.
• 19:14
  Speaker 2: It's like, hey, here's where I'm at and this is what it's going to take to get me to the next level.
• 19:19
  Speaker 2: So with salon owner Samantha, like you're probably above that 1.2 mark, so congratulations, you made it past the 1.2 mark.
• 19:26
  Speaker 2: I remember being, when I first started in this industry, like I just want a million dollar salon, with no rhyme or reason of why I wanted the million dollar salon, because you get a $5 million salon with no profit at the end of the day and still charity Right.
• 19:39
  Speaker 2: So with that 1.2 million dollar mark and right now you know you feel like you've got some good stability, your business has pretty good traction, but you're still find yourself reacting to problems instead of focusing on the big picture.
• 19:53
  Speaker 2: And I think one thing is a lot of really recognize at this point is the difference between facts and opinions as well is like at this stage, you might get a lot of opinions from your teammates, from your team or from other people that come in and you just have to know, like is this a fact or is this an opinion?
• 20:12
  Speaker 2: So a fact is something that we know to be true, as an opinion is just someone's belief or what they believe to be true for themselves.
• 20:19
  Speaker 2: So, like I know, at this stage, sometimes salon owners will get a lot of feedback or opinions like we need to change this, we need to do this, we need to do this.
• 20:26
  Speaker 2: That's great.
• 20:28
  Speaker 2: You can always say thank you and acknowledge that, but just remember, like, get really grounded in your why.
• 20:33
  Speaker 2: Hey, well, this opinion truly make us better.
• 20:35
  Speaker 2: Because, as at this stage, it's just it's time that's a tongue twister.
• 20:41
  Speaker 2: It's time to decide, like, where you really want your business to go, and if you take everybody's opinions on, that's really going to, at the end of the day, create more chaos.
• 20:52
  Speaker 2: So there are times that you do want to take opinions on I'm not saying that you shouldn't, but to really be clear about that vision, so that you really know where your business is going to go next.
• 21:02
  Speaker 2: And this is where it's super important to really develop that leadership team, because without them, you're still going to be making all the decisions.
• 21:12
  Speaker 2: So you know, you want to go alone, go by.
• 21:16
  Speaker 2: I mean, if you want to go slow, you've got to go along, but if you want to go fast, have a great team behind you that is truly there to support that mission and values.
• 21:26
  Speaker 2: And this is going to take a lot of training on your end to really get that leadership team to where it needs to be as well, because, remember, you've you at once were a new, born again or new leader and you had to learn all the tools and resources.
• 21:42
  Speaker 2: So this stage requires you to really work with that leadership team to put those processes into place.
• 21:48
  Speaker 2: Into place that can really help scale your business.
• 21:51
  Speaker 2: And I know a lot of times in this what we'll find is the like oh, I'm doing 1.3 million at time for a second location, or it's time for this, or it's time for that.
• 22:00
  Speaker 2: And this is always a good time to to fact check yourself, because that could just be an opinion for yourself and say, hey, all right, do what.
• 22:09
  Speaker 2: What I have now is it truly scalable?
• 22:12
  Speaker 2: Can I take this and truly duplicate it in a different location?
• 22:15
  Speaker 2: And if you cannot, it's it's just not the right time.
• 22:18
  Speaker 2: It doesn't mean never that you ever do it, but it's just not the right time right now.
• 22:23
  Speaker 2: So you've got to have that really healthy profit and law statement, because it's really at when you get to that 1.2, anything above that, it's really time to scale and really be present to what's next.
• 22:39
  Speaker 1: Yeah, I love that, jen.
• 22:40
  Speaker 1: That's brilliant.
• 22:41
  Speaker 1: And also I noticed that I spoke ahead about adding on an operations manager.
• 22:46
  Speaker 1: This is actually the stage that you want to add that on.
• 22:48
  Speaker 1: From that last team, you really want to start to build that leadership team and then at this stage, hey, like Jen said, this is where you're really really working on that leadership team and you're bringing on some operations managers, different stuff like that so that you can start to make it a scalable business, like she was just talking about, and so I think some of the skills that you need to level up in this area are just having that strategic plan.
• 23:20
  Speaker 1: So you really want to be spending some time on a strategic plan.
• 23:23
  Speaker 1: You want to outline where your business is going and truly what it will take to get there, what kind of education you're going to need to bring in, what are you going to need to talk about in your shift titles, what are you going to need to do with different promotions and different things like that, so that you can have that time to work on that personal development that it truly takes for not only yourself but also all the leaders and every single person on your team, and so that leadership development is also one of the key elements to level up.
• 24:00
  Speaker 1: So you want to make sure that you're meeting with them regularly.
• 24:04
  Speaker 1: You want to make sure that they're enrolled in the different things that you guys are doing inside of the salon, inside of the community, inside of the industry.
• 24:16
  Speaker 1: You want to make sure that they are growing both personally and professionally.
• 24:20
  Speaker 1: I think the personal development of your leadership team is an amazing asset for everybody Because, like Jim just talked about, once upon a time, we were all new leaders too, and really helping them see possibilities and getting them connected with people who can help them develop is the key at this level, because truly that ties into the next piece, which is culture.
• 24:54
  Speaker 1: So you really do want to create a company culture where team members look forward to every day and they almost have that self-employed mentality, and what I mean by that is they just take so much pride in their work they're willing to do more than they're paid for because they know in the end you do get back what you put out.
• 25:14
  Speaker 1: It's like the givers game philosophy, and when you have more people that have that mentality on your team, the level of care that your guests receive is unmatched and truly, people can feel that when they walk into an environment.
• 25:32
  Speaker 1: I love nothing more than when we get a review and it talks so much about our guest experience team or how everybody in the salon was amazing, whatever it is the words that they use, exactly like when it's more than just a stylist driven experience, when it's a whole salon driven experience.
• 25:54
  Speaker 1: That's when I know, hey, we are delivering on our gold promise and our culture is showing that.
• 26:02
  Speaker 1: And so, hey, at this stage it might look like you have to clean up some culture.
• 26:09
  Speaker 1: Every once in a while there's a person who, again, they're not a bad person, they're just not the right fit for your team If they are in resistance to every single thing that's going on and just can't seem to find the good in anything, because they need to be able to have the opportunity to find what it is that they're looking for, and so you can give them the gift at this stage, at any stage, but truly at this stage, you have to be so mindful of your culture, because there's so many people on the team that that one bad apple truly can rot so many fruits around it, and you just want to make sure that you're not letting that happen not on your watch.
• 27:00
  Speaker 2: I love that analogy just letting it rot the other fruits around it, that's good.
• 27:05
  Speaker 1: I like that.
• 27:06
  Speaker 1: That's a really great analogy.
• 27:07
  Speaker 2: I love that, all right.
• 27:09
  Speaker 2: So what's next?
• 27:10
  Speaker 2: You're kind of over that $1.2 million mark.
• 27:13
  Speaker 2: Now what's next is you're going to be a salon scaler.
• 27:17
  Speaker 2: This is usually when you're doing about over $2 million and $2 million with profit, because there is a big difference with and without.
• 27:28
  Speaker 2: And I think one of the most valuable assets that you have right now is that everyone speaks your brand language.
• 27:34
  Speaker 2: It's like Chick-fil-A, right, and it's never about I anymore, it's about us, it's about we, it's about they, and you know you've really made it, you've really done some scaling in your business.
• 27:46
  Speaker 2: When people are using those pronouns, instead of they're my guests, my clients, there are guests, our clients, because at the end of the day, no one really has possession over guests.
• 27:55
  Speaker 2: And so when you're a salon scaler, like you, your business is a really well oiled machine.
• 28:01
  Speaker 2: That's my Southern accent coming out in there.
• 28:04
  Speaker 2: Oiled means your business is old.
• 28:06
  Speaker 2: This is a well old machine and at this part you've you've really got those rock star leaders in place and, like you'll be saying sentences and they can actually finish it for you, like, yes, this is a good day, and like a lot of times at this stage you're probably starting to wonder, like, do they need me?
• 28:25
  Speaker 2: Do I need to be around?
• 28:26
  Speaker 2: What's happening?
• 28:27
  Speaker 2: And I think this is a stage that you can lose your business at as well, because spoiler alert, they really do, and a lot of times when you're at this stage, it's time to reengage, you know, recommit to your mission.
• 28:41
  Speaker 2: Is there any adjustments or ways to elevate it, to make sure your team is staying inspired and to know that it's also okay to try some new things, because the most important people right now are the people on your team and the culture and what it's becoming.
• 29:01
  Speaker 1: Yes, I love that, Jen.
• 29:02
  Speaker 1: You know, and when you talked about Chick-fil-A earlier, you know, that just really, you know, made me realize like that's how they did get to this scaling business.
• 29:11
  Speaker 1: You know, because at that level before, when they were really focusing on communication, they weren't annoyed that they had to keep repeating the same thing Is, could you imagine going to a Chick-fil-A and somebody didn't say my pleasure, you know, whether you like Chick-fil-A or you don't like Chick-fil-A, I think that we all can look at that business model and see, hey, they're doing something right.
• 29:30
  Speaker 1: You know, because they have all of these locations.
• 29:34
  Speaker 1: You know, they're usually known for my pleasure, just their overall attitude and you know just the way that they kind of paved a new path inside of the past food industry.
• 29:46
  Speaker 1: You know we can do that inside of our salons.
• 29:49
  Speaker 1: That would be like, you know, if we got to that, the salon owner, samantha's stage, and we were like annoyed that we had to keep training our team.
• 29:59
  Speaker 1: Well, that's at that point what you're doing is you are the chief training officer.
• 30:05
  Speaker 1: You're not the chief everything officer, you're the chief training officer, you know.
• 30:09
  Speaker 1: And so you really do have to work on that communication piece.
• 30:13
  Speaker 1: You know, I think I've heard somebody say before, like, do you think Jeff Bezos goes into his company and does that?
• 30:19
  Speaker 1: Yes, yes, I do think that he does.
• 30:22
  Speaker 1: I think that you know he trains the leaders, who trains the next people?
• 30:25
  Speaker 1: Who train the next people.
• 30:26
  Speaker 1: And you know, I think that that's the attitude that you have to have to get to this peak performer stage that Jen was just talking about.
• 30:33
  Speaker 1: And so here are the skills that you need at this stage to level up, to get to that next stage, and that's truly working on those mission, vision and core values.
• 30:44
  Speaker 1: So recommitting, like Jen just said, is that really can inspire you, that can inspire your team, that can give you that new, renewed purpose for what it is that you're doing inside of the salon business.
• 31:00
  Speaker 1: You know, I think sometimes something that's not talked about inside of our industry is when you go from being behind the chair to not being behind the chair anymore.
• 31:09
  Speaker 1: You have a totally new identity.
• 31:11
  Speaker 1: I mean, this is a totally new space for you.
• 31:14
  Speaker 1: It can feel pretty lost, you know, and a lot of times where this happens is when people get to the salon scaler level and they're like wait, nobody cares if I'm wearing my seatbelt anymore, like my guests.
• 31:27
  Speaker 1: You know your guests are like I love you, wear your seatbelt, eat healthy, you know, don't get sick, I'll see you in six weeks, you know.
• 31:34
  Speaker 1: And your team doesn't say that to you and it's not that they don't love you and they don't feel that exact same way.
• 31:39
  Speaker 1: They just aren't giving you that praise and affirmation like your guests were.
• 31:44
  Speaker 1: And so, hey, this is where you really have to recommit to yourself.
• 31:48
  Speaker 1: You're now doing this for a bigger purpose and a bigger impact inside of the world, and you know, at this stage you're not going to get as many.
• 31:58
  Speaker 1: I love you so much.
• 31:59
  Speaker 1: You're the most amazing thing in the world.
• 32:01
  Speaker 1: You're just going to have to know, hey, I'm making a big impact in these people's lives.
• 32:08
  Speaker 1: You know people have amazing careers because this salon company exists.
• 32:12
  Speaker 1: You know people get to have an amazing lifestyle.
• 32:15
  Speaker 1: They get to come to a place that's a healthy work environment that they love to do, you know.
• 32:21
  Speaker 1: So just really getting recommitted to that mission, vision and core values at this stage, or heartbeats, is one of those skills that you need to level up, you know.
• 32:30
  Speaker 1: And then truly, you have to work on that leadership development.
• 32:33
  Speaker 1: So that means you as the salon owner, leader and also your team, just making sure that that leadership team is still aligned and focused on growing the business.
• 32:46
  Speaker 1: You know, because you're either growing or you're dying or decaying, however you want to look at it, but you always do want to be, you know, in that growing phase.
• 32:58
  Speaker 1: So working on that leadership development is going to be one of the key things so that you can push up into that next level.
• 33:08
  Speaker 2: I love that.
• 33:08
  Speaker 2: So you're probably wondering well, what's next?
• 33:10
  Speaker 2: Okay, I'm able to duplicate.
• 33:13
  Speaker 2: I got stores all around or salons all around the US for salon X, y and Z Like what's next?
• 33:20
  Speaker 2: And our last stage that we're going to talk about today is our legacy builder stage.
• 33:24
  Speaker 2: And if you look up the word legacy, it does meet impact.
• 33:27
  Speaker 2: So this is the stage is like, what's next for you as the founder?
• 33:32
  Speaker 2: Are you?
• 33:33
  Speaker 2: You know you're ready to sell your business, pass it on to your kids or retire?
• 33:37
  Speaker 2: You know your work at the stage quite isn't quite done yet.
• 33:41
  Speaker 2: You got to really focus on like, where am I going to transfer that ownership?
• 33:46
  Speaker 2: And setting up your succession plan so that you can leave the business in great hands.
• 33:51
  Speaker 2: And I think about my grandmother when she left, like I get the end of the day.
• 33:55
  Speaker 2: I knew that her vision even though when she left she didn't have a lot to leave it's like I knew that I could carry on her legacy in a much bigger way and make her impact even bigger than she thought possible.
• 34:08
  Speaker 2: And so that is just a beautiful gift to know that it's going to continue to carry on.
• 34:15
  Speaker 1: Yeah, I love that and your story is so amazing and I know that your grandmother is super proud of the legacy that you are continuing to build from where it started, so that's awesome.
• 34:28
  Speaker 1: So, at this stage, the legacy you know, legacy, linda, is what we like to call it this stage, this is really where you want to be planning for the future.
• 34:39
  Speaker 1: You know you want to really ensure that you're working with the right people and you have that plan in place to transfer all aspects of your business to the new owners or leaders or you know whatever that is.
• 34:52
  Speaker 1: And so you know that includes a lot of different parts.
• 34:55
  Speaker 1: That includes the leadership team.
• 34:57
  Speaker 1: Like they need to be on board.
• 34:58
  Speaker 1: You know it could be.
• 35:00
  Speaker 1: Some of those leaders are part of that legacy.
• 35:02
  Speaker 1: You know, maybe you brought them on as shareholders, maybe they're franchise owners, whatever that looks like.
• 35:09
  Speaker 1: You know having that plan but also making sure that your vision and values are still in alignment with those leaders is a huge thing.
• 35:18
  Speaker 1: You know, making sure that the next whoever the next is truly understands all the financial, all the legal, all the reputation, everything that has to do with your brand.
• 35:30
  Speaker 1: You know that really can help you get focused and dialed in on this legacy stage so that your salon company can be around for years and years and years to come.
• 35:43
  Speaker 1: You know, I think that that would be truly like Jen said legacy means impact, truly creating a beautiful impact inside of the world.
• 35:52
  Speaker 1: You know, and I like to really look at, you know, salon owners and hairstylists and you know estheticians, massage therapists, whatever your official title could be.
• 36:04
  Speaker 1: Truly, we're in the hospitality business, but I like to look at it as the honeybeeds of the earth.
• 36:11
  Speaker 1: You know, if we didn't have hairstylists or estheticians or massage therapists, you know we wouldn't have people pollinating the earth for good.
• 36:20
  Speaker 1: You know, I think that when your team comes into your space each day, them knowing that what they do matters is huge, because honeybees don't realize that they're pollinating the whole earth.
• 36:33
  Speaker 1: They're just going out to make honey for the queen bee, but they're making a huge impact inside of the whole world.
• 36:43
  Speaker 1: In fact, we couldn't live without them.
• 36:44
  Speaker 1: You know, I think that was something that the pandemic kind of taught a lot of people was that they love their hairstylists, they love their massage therapists, they love their estheticians, they love to feel pampered and amazing.
• 36:58
  Speaker 1: And so, you know, when you get to this legacy, linda stage and you really start truly looking at the impact that you want to make inside of the world making sure that every honeybee knows hey, you're part of this impact and look at what it is that we're creating and look at the ripples that we're making inside of our industry.
• 37:21
  Speaker 2: I love that and, you know, I love what Lindsay said too is because, like planning for the future and really making sure that why is transferring over?
• 37:27
  Speaker 2: You know, walmart has a pretty cool story where Sam Walton, who created, is the founder of Walmart and I'm not.
• 37:34
  Speaker 2: I don't want to say the exact mission because I don't remember, but it was about serving people.
• 37:38
  Speaker 2: And over time, as he passed and it got into other hands, that mission did not transfer over to the new owners and now it's just about, you know, buying a book and big savings and like those are two totally different missions.
• 37:51
  Speaker 2: And Walmart is in a whole different game of lawsuits and you know big turnovers and things like that because the founder wasn't able to transfer that true mission over.
• 38:04
  Speaker 2: So I just invite you to really make sure, if you're in that legacy, linda, the stage that what is the impact that you want to have and make sure that that all is transferring over to the people who are going to take it and make it even bigger and better.
• 38:18
  Speaker 1: I love that, jen.
• 38:19
  Speaker 1: That really is a powerful story.
• 38:21
  Speaker 1: You know, and you might be thinking to yourself gosh, you know I recognize myself in one of these stages, but I really, truly would love to get to the next stage faster, and if that's you, we would invite you to check out the phdprogramcom or send us an email hello at the phdprogramcom to see if we can help.
• 38:41
  Speaker 1: You know, if we're not the right fit, we can point you in a different direction, but if we are, we would love to create an amazing impact with amazing people inside of our industry, and so we just want to thank you so much for tuning in today.
• 38:56
  Speaker 1: We hope you walked away with some amazing value.
• 39:01
  Speaker 2: Yeah, and we're grateful for you all.
• 39:03
  Speaker 2: See you soon.