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Leadership Film Study #010: When a Standard Becomes a Scolding · Salon Success Secrets — The podcast for salon owners who are done hustling harder and ready to break their revenue ceiling.

• 0:33
  SPEAKER_02: Welcome back to Salon Success Secrets and Leadership Film Study number 10.
• 0:39
  SPEAKER_02: So today we're unpacking a video from a salon owner addressing her team about holidays, days off, and requests to leave early.
• 0:48
  SPEAKER_02: And before we play it, we want to establish something important.
• 0:53
  SPEAKER_02: A salon absolutely needs a clear process for requesting time off.
• 0:58
  SPEAKER_02: When you're leading a team of 40 people, everyone cannot independently make plans, book trips, and then inform the salon afterward.
• 1:09
  SPEAKER_02: The business has guests to serve, a team to support, and commitments to honor.
• 1:14
  SPEAKER_02: So the standard itself is not the problem.
• 1:17
  SPEAKER_02: The problem is what happens when a leader communicates a reasonable standard from a place of accumulated frustration.
• 1:26
  SPEAKER_03: Yes, because instead of calmly teaching the team how the process works, why it matters, and how following it benefits everyone, the message becomes a public reprimand.
• 1:42
  SPEAKER_03: So you could almost feel the team physically leaning away from her.
• 1:47
  SPEAKER_03: She says things like, I don't care about your husband.
• 1:50
  SPEAKER_03: Your husband doesn't work for me.
• 1:52
  SPEAKER_03: She talks about the rent, water, electricity, wages, and the budget she has to hit.
• 1:57
  SPEAKER_03: And while those expenses are real, the team didn't learn how this process helps them plan their lives, protect their income, care for their guests, or support one another.
• 2:10
  SPEAKER_03: They only learned why their time off creates a problem for her.
• 2:25
  SPEAKER_02: But instead of positioning Michelle as a trusted leader with an important role, like she says essentially, hey, there's a reason she does this job.
• 2:33
  SPEAKER_02: It's a headache, and I hate dealing with it.
• 2:36
  SPEAKER_02: You know, if you think about that, that doesn't elevate Michelle's authority.
• 2:40
  SPEAKER_02: You know, actually diminishes the work, does distances the owner from the process and potentially sends every frustrated team member directly toward Michelle.
• 2:51
  SPEAKER_03: Yeah, and this is what happens when expectations live inside a leader's head instead of a clearly communicated system.
• 3:01
  SPEAKER_03: You know, so if someone makes a request incorrectly, the manager becomes overwhelmed and the owner becomes triggered.
• 3:08
  SPEAKER_03: And instead of coaching the one or two people involved, the frustration gets poured over the entire team in a meeting.
• 3:15
  SPEAKER_03: And the team may technically hear the rule, but emotionally what they experience is force.
• 3:22
  SPEAKER_03: All right.
• 3:23
  SPEAKER_02: So as you listen to this video, like just pay attention to the difference between having a clear standard and using frustration to enforce it.
• 3:31
  SPEAKER_02: You know, the salon does need a time off process, but there are far better ways to teach guests or to teach people, you know, how to plan ahead, how to support their get, how to support the guest, how to collaborate with the team and protect the life that they want outside the salon.
• 3:48
  SPEAKER_02: So let's get into it.
• 3:49
  SPEAKER_02: Let's watch the clip.
• 3:52
  SPEAKER_00: Please leave days off, leaving early.
• 3:55
  SPEAKER_00: Some of you have met Michelle, some of you haven't.
• 3:57
  SPEAKER_00: There's a reason she does that job because it's a headache.
• 4:00
  SPEAKER_00: I hate dealing with holidays.
• 4:01
  SPEAKER_00: I know you like to just come up and let me know.
• 4:03
  SPEAKER_00: Can't process that in my brain.
• 4:04
  SPEAKER_00: That's her job.
• 4:05
  SPEAKER_00: She looks after holidays.
• 4:06
  SPEAKER_00: You have to ask permission for time off.
• 4:09
  SPEAKER_00: And that's not because I want to tell you when you can and can't take a holiday, but it's because I have 40 of you and I get really upset when people are like, oh, I've already booked, or my husband already booked.
• 4:17
  SPEAKER_00: I don't care about your husband.
• 4:18
  SPEAKER_00: Your husband doesn't work for me.
• 4:19
  SPEAKER_00: It's really frustrating.
• 4:21
  SPEAKER_00: If you need to leave early, you need time off.
• 4:22
  SPEAKER_00: You let Michelle know.
• 4:24
  SPEAKER_00: I promise you, I will break my back to try my best to give you the day off.
• 4:28
  SPEAKER_00: But if I can't, I can't.
• 4:29
  SPEAKER_00: And it's not necessarily because I like someone more than someone else, that someone has to make a certain budget.
• 4:34
  SPEAKER_00: Regardless who's here, you have to pay rent, you have to pay water, you have to pay electricity, you have to pay your wages.
• 4:39
  SPEAKER_00: That has to be paid.
• 4:40
  SPEAKER_00: So if I have less staff, it is harder for me to hit that budget.
• 4:44
  SPEAKER_00: Therefore, once one or two people are off, it's very hard for me to give you another day off.
• 4:48
  SPEAKER_00: So please give as much notice as you can or be flexible.
• 4:51
  SPEAKER_00: Mariam did the right thing and messaged and said, Hey, I'm thinking of taking time off.
• 4:55
  SPEAKER_00: What dates are good for you this month?
• 4:57
  SPEAKER_00: This is when my family want to go.
• 4:58
  SPEAKER_00: And I gave her the options and hopefully it works.
• 5:00
  SPEAKER_00: Sometimes you have something specific on, it's my son's birthday or whatever, but you know your son's birthday.
• 5:04
  SPEAKER_00: You don't know that a week beforehand.
• 5:06
  SPEAKER_00: I have a wedding.
• 5:07
  SPEAKER_00: I'm pretty sure you got the invite more than a week ago.
• 5:09
  SPEAKER_00: Give me notice, guys.
• 5:10
  SPEAKER_00: I'm fair with you, be fair with me.
• 5:12
  SPEAKER_00: Holidays.
• 5:15
  SPEAKER_02: Okay.
• 5:16
  SPEAKER_02: Wow.
• 5:19
  SPEAKER_02: That's that was good.
• 5:20
  SPEAKER_02: Okay.
• 5:21
  SPEAKER_02: Um, you know, I when I think about what I just experienced, you know, again, what we said is the standard is reasonable.
• 5:29
  SPEAKER_02: You have to have a process for it.
• 5:30
  SPEAKER_02: The delivery, delivery is the problem.
• 5:34
  SPEAKER_02: Like, thank God none of my other family works for you.
• 5:37
  SPEAKER_02: Goodness, they don't have to hear this, right?
• 5:39
  SPEAKER_02: Because truly, like, and this is no judgment against anyone, this is just an opportunity to view leadership because really it is the foundation of a great company.
• 5:47
  SPEAKER_02: And a team cannot effectively, you know, operate when people, you know, book travel first and ask for time off later.
• 5:53
  SPEAKER_02: We get that.
• 5:53
  SPEAKER_02: And, you know, we also know that time off requests need advanced notice and approval process and consistent guidelines.
• 6:00
  SPEAKER_02: We get that.
• 6:01
  SPEAKER_02: And, you know, we also know that depending on staffing and guest demand, every guest may not every request may not be possible.
• 6:08
  SPEAKER_02: We get that.
• 6:09
  SPEAKER_02: But none of that requires anger, sarcasm, or embarrassment.
• 6:15
  SPEAKER_03: Yeah.
• 6:16
  SPEAKER_03: And, you know, a clear boundary does not require harsh energy.
• 6:22
  SPEAKER_03: You know, when the standard is reasonable, but the delivery feels punitive, the team stops listening to the standard and starts protecting itself from the leader.
• 6:33
  SPEAKER_03: You could see it happening in the background of the video too.
• 6:37
  SPEAKER_03: And it really truly just shows how much force was in the room.
• 6:43
  SPEAKER_03: You know, the message, some of the things that I remember her saying were like, you have to ask permission.
• 6:50
  SPEAKER_03: Sure, but you could also say, like, you know, this is why we have this system in place so that we can all win, you know.
• 6:56
  SPEAKER_03: And I don't care about your husband.
• 7:01
  SPEAKER_03: Maybe there was one person on the team who said that, and so it was triggering to her, but like that I do care about my team's families, like, and yes, we still have those systems in place.
• 7:14
  SPEAKER_03: And so I just feel like you we could leave that out and just say, like, hey, here's why we have it, you know, and just so many, if I can't, if I can't, you know, and you knew your son's birthday, and um, I'm fair with you, be fair with me.
• 7:30
  SPEAKER_03: And, you know, even if some of those statements contain truth, their cumulative effect, it was like she was scorekeeping all this stuff, feels so combative, you know, and really it's like the leader herself has already positioned herself against the team, you know.
• 7:51
  SPEAKER_03: So I think a couple of good questions you could ask yourself as a leader before you're about to communicate it to your team is will this make people communicate earlier or become afraid to communicate at all?
• 8:06
  SPEAKER_03: You know, and will this bring a scheduling conflict forward quickly or hide it until the last possible minute?
• 8:14
  SPEAKER_03: And truly, like, are they being treated treated like responsible as adults or anticipated problems?
• 8:24
  SPEAKER_03: Because force may produce short-term compliance, but it rarely produces long-term ownership.
• 8:34
  SPEAKER_02: Yeah, you know, Lindsay, I think about like nothing in the message explains what's in it for the team either.
• 8:39
  SPEAKER_02: You know, she explained the rent has to be paid, the team's very like, congratulations.
• 8:44
  SPEAKER_02: Like she's saying the utilities still have to pay, the team's like, okay, got it.
• 8:47
  SPEAKER_02: Or, you know, she said wages still have to be paid, the salon still has to reach its budget.
• 8:52
  SPEAKER_02: But what does the team receive by following that process?
• 8:55
  SPEAKER_02: You know, if you think about a stronger message, that would explain that advanced planning helps, you know, give each person the best possible chance of receiving the time off they request.
• 9:06
  SPEAKER_02: You know, it prevents one teammate from being unintentionally overloaded.
• 9:11
  SPEAKER_02: You know, it protects the team's income and earning opportunities.
• 9:14
  SPEAKER_02: It allows guests to be rescheduled thoughtfully and it maintains trust between team members.
• 9:20
  SPEAKER_02: And it makes it possible for everyone, not only the first, or allowed as a person to enjoy that meaningful time away.
• 9:27
  SPEAKER_02: So people are more likely to support a standard when they can see how that standard supports them.
• 9:34
  SPEAKER_03: Yeah.
• 9:35
  SPEAKER_03: And you know, I think one of the things too was that truly like one of the things that got offloaded onto the team or transferred onto the team was that financial pressure, like you were just talking about, Jen.
• 9:49
  SPEAKER_03: Um, you know, it's the rent still has to be paid, the utilities still have to pay, be paid, all that stuff.
• 9:55
  SPEAKER_03: And the salon's financial obligations are real, but that should never be used to make team members feel guilty for wanting time away.
• 10:07
  SPEAKER_03: You know, there's a difference between financial education and financial pressure.
• 10:12
  SPEAKER_03: You know, and financial education sounds like, you know, here's how staffing affects our ability to serve guests.
• 10:19
  SPEAKER_03: You know, it protects everyone's opportunities and it helps us remain financially healthy.
• 10:25
  SPEAKER_03: Whereas financial pressure sounds like if you take this day off, it becomes harder for me to pay the bills.
• 10:31
  SPEAKER_03: You know, the first builds business literacy for the person.
• 10:36
  SPEAKER_03: And the the second creates so much guilt.
• 10:41
  SPEAKER_03: And, you know, the the team should understand the business model without feeling personally responsible for regulating the owner's financial anxiety, really.
• 10:53
  SPEAKER_02: And let's think about poor old Michelle.
• 10:55
  SPEAKER_02: Michelle, Michelle, Michelle is not positioned for success.
• 11:00
  SPEAKER_02: I don't poor Michelle.
• 11:02
  SPEAKER_02: You know, the owner just does Michelle handles the process because it's a headache she personally hates dealing with.
• 11:08
  SPEAKER_02: So Michelle's probably thinking, okay, well, what did I sign up for?
• 11:12
  SPEAKER_02: Headache?
• 11:13
  SPEAKER_02: That's not what the job description said.
• 11:15
  SPEAKER_02: I didn't see a headache on there.
• 11:17
  SPEAKER_02: You know, that framing just creates several problems.
• 11:20
  SPEAKER_02: You know, it makes Michelle sound like the person assigned, I guess, like I said, to an undesirable task.
• 11:25
  SPEAKER_02: You know, it fails to establish her title, her authority, or her decision-making responsibility.
• 11:31
  SPEAKER_02: You know, it may cause the team to see her as a gatekeeper rather than a leader.
• 11:35
  SPEAKER_02: And it suggests the owner has delegated the annoyance without visibly supporting the manager.
• 11:41
  SPEAKER_02: So I think about what would be a better way to introduce Michelle.
• 11:44
  SPEAKER_02: You could simply say, hey, Michelle oversees our scheduling and time away process because she has visibility into the entire team and to the guest demand and previously approved requests.
• 11:54
  SPEAKER_02: You know, her role is to help us balance individual needs with the commitments we've made together.
• 12:00
  SPEAKER_02: You see, delegating a responsibility is not the same as transferring a headache.
• 12:05
  SPEAKER_02: You know, leaders give people context, authority, and visible res visible support.
• 12:12
  SPEAKER_03: Yeah, so good.
• 12:14
  SPEAKER_03: You know, I think another thing that stands out too is the process should not live in the owner's emotional reactions.
• 12:23
  SPEAKER_03: You know, truly, this sounds like a leader responding, not responding, actually, reacting after one or two difficult interactions rather than teaching an established system.
• 12:39
  SPEAKER_03: You know, it actually just reminds me the other day I have a preteen who's a beautiful human being.
• 12:44
  SPEAKER_03: And, you know, preteens are there, they can be reactive.
• 12:48
  SPEAKER_03: You know, human beings can just, we can just be reactive.
• 12:51
  SPEAKER_03: It's not just her, it's all human beings.
• 12:53
  SPEAKER_03: Um, but there's a big difference between a reaction and a response.
• 12:57
  SPEAKER_03: And the other night at dinner, she had some friends over and she was like, Mom, I want to cook the rice.
• 13:01
  SPEAKER_03: And I was like, perfect.
• 13:02
  SPEAKER_03: Well, then her friends were like, Hey, we want you to join this game.
• 13:04
  SPEAKER_03: So I was like, I better get working on this rice, you know.
• 13:08
  SPEAKER_03: And then I remember the last time she got mad that I finished the rice, you know.
• 13:11
  SPEAKER_03: So I was like, hey, do you want to finish the rice or do you want me to?
• 13:14
  SPEAKER_03: And she's like, What are you doing?
• 13:16
  SPEAKER_03: What do you, you know, to just have like an emotional reaction.
• 13:20
  SPEAKER_03: And really, it was just a beautiful opportunity as a mom to just take that time later to be like, hey, there's always two ways that we can handle a situation.
• 13:28
  SPEAKER_03: You could have said, you know, hey, mom, thanks for doing that.
• 13:31
  SPEAKER_03: I I would love to finish it.
• 13:32
  SPEAKER_03: Or you can be like, what are you doing?
• 13:34
  SPEAKER_03: You know, and one of them creates love and trust in a relationship, and the other one makes the person scared that in the future.
• 13:45
  SPEAKER_03: And so truly, when we think about situations, you know, we can think about them in parenthood and different areas of our life, but you know, the expectation for the team should already live in the salon manual or the new team member onboarding or a written request off procedure.
• 14:04
  SPEAKER_03: And, you know, have those clearly defined notice recommendations and a consistent approval process and guidelines for those high demand seasons and a shared calendar scheduling system.
• 14:19
  SPEAKER_03: Because a policy written during calm leadership prevents a speech delivered during emotional leadership.
• 14:28
  SPEAKER_03: And so when people join the team, they should already understand where those requests are submitted, who reviews them, and Michelle should really look like the hero for doing that, and how far in advance to make them and what information is required, like all of that, whether they're you know, requests are first come, first serve, or rotation, or how they're evaluated, so that it's black and white, and people understand it's not an emotional favoritism system, and even clearly define those high demand seasons.
• 15:02
  SPEAKER_03: And then kind of what's the difference between a request and an emergency?
• 15:05
  SPEAKER_03: Because that's always going to happen.
• 15:08
  SPEAKER_01: Yeah.
• 15:09
  SPEAKER_02: Well, I think she mentioned something about um asking permission.
• 15:13
  SPEAKER_02: You know, you think about requesting time away, and he's that respectful adult to adult frame.
• 15:18
  SPEAKER_02: You know, the slon does need to confirm that a requested absence can be accommodated, you know.
• 15:24
  SPEAKER_02: But that language matters how.
• 15:25
  SPEAKER_02: Like, compare, like what she said, you need my permission to take a holiday, with, you know, instead of, hey, listen, team, please submit your request before finalizing travel so we can review existing requests, you know, guest demand and coverage.
• 15:39
  SPEAKER_02: And we'll do everything possible to accommodate it fairly.
• 15:42
  SPEAKER_02: You know, both communicate that approval is required, but only one preserves that dignity and partnership.
• 15:50
  SPEAKER_02: And a team member's life does not belong to the business, but the but the but the business does need that reliable process for the commitments the team member has agreed to.
• 16:03
  SPEAKER_03: Yeah.
• 16:04
  SPEAKER_03: I think another thing is you can always look for the opportunity to teach people how to plan using the guest journey, you know, instead of using the business's expenses to pressure the team, help beauty pros understand how their schedules develop.
• 16:22
  SPEAKER_03: You know, like the weeks before Christmas are typically more in demand than the weeks after Christmas.
• 16:28
  SPEAKER_03: And new guest opportunities may increase during particular seasons or particular times of the day.
• 16:36
  SPEAKER_03: You know, guests should ideally leave with their next one or two appointments to reserve.
• 16:42
  SPEAKER_03: And so when we're able to make plans in advance, that helps so much.
• 16:47
  SPEAKER_03: And, you know, that plan time away of really does impact when the beauty pro should recommend that guest to return.
• 16:55
  SPEAKER_03: And really, that the earlier notice that they give, the salon has more time to shift schedules without damaging the guest relationship.
• 17:06
  SPEAKER_03: And that's one of the most important things to coach too.
• 17:09
  SPEAKER_03: And so a coaching conversation could sound like, hey, if you're planning time away in December, let's look ahead now.
• 17:14
  SPEAKER_03: Like we just got all of ours finalized in September for our team, which is really exciting.
• 17:20
  SPEAKER_03: Um, so that that way we are set up for the next several pre-books that people make.
• 17:26
  SPEAKER_03: Um, and you know, great leadership doesn't only tell people to think ahead, it teaches them what to think about ahead.
• 17:37
  SPEAKER_02: Yeah.
• 17:38
  SPEAKER_02: And, you know, when you think about do not blanket coach the entire team over an individual issue.
• 17:45
  SPEAKER_02: You know, I think about it's probably one or two people booked trips without approval, and then, you know, she made it about the entire team.
• 17:53
  SPEAKER_02: And so when you have that kind of opportunity, just speak directly to those individuals, you know, clarify the standard, ask what created the misunderstanding, you know, create an agreement for the future, update the written system if the expectation was unclear.
• 18:06
  SPEAKER_02: You know, do not make 20 or 40 people, however many she said, absorb the owner's anger over the actions of two.
• 18:13
  SPEAKER_02: Because when feedback belongs to one person, give it to the one person.
• 18:18
  SPEAKER_02: And if the process genuinely needs clarification for everyone, the leader can revisit it with the team.
• 18:25
  SPEAKER_02: But without telling stories, make making cutting remarks, or forcing you know, that innocent, the innocent people to wonder whether they are secretly in trouble.
• 18:34
  SPEAKER_03: Yeah, that's never fun because a team meeting shouldn't become an emotional dumping ground, you know.
• 18:41
  SPEAKER_03: And the leader may have been frustrated for legitimate reasons, but that does not make the team meeting the appropriate place to process those feelings.
• 18:49
  SPEAKER_03: You know, before addressing your team, a leader should ask themselves, like, what happened factually?
• 18:57
  SPEAKER_03: Who actually needs this feedback?
• 19:00
  SPEAKER_03: What expectation was unclear or ignored?
• 19:05
  SPEAKER_03: You know, what agreement do we need to make moving forward?
• 19:09
  SPEAKER_03: And can I communicate it without sarcasm, blame, or emotional charge?
• 19:14
  SPEAKER_03: Because your feelings may be valid, but your team should not have to metabolize them for you.
• 19:20
  SPEAKER_02: Yeah, Lindsay, I think about once upon a time, I um we had a challenge with people calling out, and we just went through the system and realized that somewhere along the way, we just created our own our own systems.
• 19:33
  SPEAKER_02: And instead of the team calling, they would just text the person that handled this.
• 19:37
  SPEAKER_02: There's no blame anywhere.
• 19:38
  SPEAKER_02: It was just a break in the system.
• 19:40
  SPEAKER_02: And so as soon as we fixed that, they disappeared.
• 19:43
  SPEAKER_02: No one was calling out anymore.
• 19:44
  SPEAKER_02: And so, you know, we we got to share that exciting, share that with excitement in a team celebration, not from a place that she she did.
• 19:53
  SPEAKER_02: And so, like, it does go back to sometimes it's just looking at those systems and figuring out and then having a conversation where everybody wins.
• 20:01
  SPEAKER_03: Yeah, um, and but Jen, I also want to point out that you didn't stand up and say, You guys need to clean out.
• 20:08
  SPEAKER_01: I mean, I might have wanted to know.
• 20:10
  SPEAKER_01: I'm just kidding, you know, like, what is up with you guys?
• 20:13
  SPEAKER_01: You have all person calls out.
• 20:18
  SPEAKER_01: Oh my god, if I did that at the salon celebration, the team would be so scared, they would someone would probably have passed out because they would not ever start cleaning whatever's right by them.
• 20:30
  SPEAKER_02: Because there is such a much more beautiful way to present that.
• 20:33
  SPEAKER_02: And I didn't have to say that, it was just a really quick little statement.
• 20:37
  SPEAKER_02: I helped them understand the why behind it, and it was transformed.
• 20:41
  SPEAKER_02: You know, it's like you you created that connection instead of just creating that compliance, yeah.
• 20:46
  SPEAKER_03: And you know, truly, um one way that you can present, let's say, a conversation like that was just had is you know, we want each of you to have meaningful time away from work because hey, we want to have that too, you know, and um, and we also want to honor our commitments to our guests and one another.
• 21:08
  SPEAKER_03: And the earlier you can communicate with us, the more options we have.
• 21:13
  SPEAKER_03: And, you know, Michelle oversees time away requests because she can see the full team calendar.
• 21:19
  SPEAKER_03: She knows all the existing requests and she knows our anticipated guest demand.
• 21:25
  SPEAKER_03: And so before booking travel, please submit your dates to her for review and she'll do everything she can to accommodate it.
• 21:33
  SPEAKER_03: You know, there may be occasions when several people have requested the same date, and we'll need to work through those together because our goal is to create a process that feels consistent, fair, and supportive of the entire team.
• 21:47
  SPEAKER_03: And this communicates essentially the same operational requirement without shame, without force, and without emotional or financial pressure.
• 21:57
  SPEAKER_02: Yeah.
• 21:58
  SPEAKER_02: You know, so the the broader leadership lesson we really dive into deep is just having the right point does not automatically make it the right message, message.
• 22:08
  SPEAKER_02: You know, leaders, you guys on this call or on this uh listen to this podcast should evaluate hey, is this a process issue or a person issue?
• 22:16
  SPEAKER_02: You know, am I teaching or reacting?
• 22:20
  SPEAKER_02: You know, does the team understand what is expected?
• 22:23
  SPEAKER_02: Do they understand how the expectation benefits them?
• 22:27
  SPEAKER_02: You know, have I equipped the person responsible for administrating the process?
• 22:32
  SPEAKER_02: Um, administrating uh making sure the process works.
• 22:35
  SPEAKER_02: Is my energy helping people move towards the standard, or is it making them want to move away from me?
• 22:42
  SPEAKER_03: Yeah.
• 22:43
  SPEAKER_03: And you know, here's what we want you to take away from the conversation.
• 22:46
  SPEAKER_03: Your salon does need a clear process for requesting time away.
• 22:50
  SPEAKER_03: It's reasonable to ask team members to communicate before booking travel.
• 22:55
  SPEAKER_03: It's reasonable for everything, you know, but a reasonable standard can still be communicated in an unreasonable way.
• 23:03
  SPEAKER_03: And when people hear sarcasm, frustration, guilt, financial pressure, they stop hearing the process you wanted to teach.
• 23:10
  SPEAKER_03: Instead of learning, here's how I can plan ahead and give myself the best opportunity to receive the time away I want.
• 23:15
  SPEAKER_03: They learn my life creates a problem for my leader.
• 23:20
  SPEAKER_03: And that's not the relationship most salon owners are trying to create with their teams.
• 23:25
  SPEAKER_02: Yeah.
• 23:26
  SPEAKER_02: Your team members are whole people.
• 23:28
  SPEAKER_02: You know, they have families, weddings, birthdays, trips, responsibilities, and lives outside of the salon.
• 23:34
  SPEAKER_02: Respecting that does not mean operating without expectation.
• 23:37
  SPEAKER_02: It just means building a process that allows their lives and the salon's commitments to be planned with as much care as possible.
• 23:45
  SPEAKER_02: Clear is kind, consistent is kind, planning ahead is kind.
• 23:52
  SPEAKER_02: But force, sarcasm, and public frustration are not clarity.
• 23:58
  unknown: Yeah.
• 23:58
  SPEAKER_03: And if one or two people have ignored an agreement, coach those people and don't use an entire team meeting to release frustration that belongs in just a direct conversation because your team shouldn't have to sit through a speech wondering, is she talking about me?
• 24:14
  SPEAKER_03: Is she angry with all of us?
• 24:16
  SPEAKER_03: Am I allowed to ask for time away?
• 24:18
  SPEAKER_03: You know, address the person, clarify the agreement, and then improve the system if the process wasn't clear enough.
• 24:25
  SPEAKER_02: And finally, set your leaders up for success.
• 24:27
  SPEAKER_02: Do not describe the responsibility you delegated to them as a headache.
• 24:31
  SPEAKER_02: You no longer want.
• 24:32
  SPEAKER_02: That's the worst thing you could do, right?
• 24:34
  SPEAKER_02: I'm praying for Michelle right now.
• 24:36
  SPEAKER_02: Explain why their role matters.
• 24:37
  SPEAKER_02: You know, give them authority, make the process visible, and let the team know that you trust and support their leadership.
• 24:44
  SPEAKER_02: Because when you diminish the role, you diminish the person responsible for fulfilling it.
• 24:50
  SPEAKER_03: Yeah, and a great leader can hold a standard without holding it over people.
• 24:54
  SPEAKER_03: She can protect the business without making the team responsible for her fear.
• 24:59
  SPEAKER_03: And she can say no when necessary without making people feel wrong for asking.
• 25:05
  unknown: Yeah.
• 25:06
  SPEAKER_02: So before you address anything with your entire team, pause and ask: Am I teaching a standard or release of my frustration?
• 25:12
  SPEAKER_02: Because leadership is not only about having the right expectation, it's about creating the conditions in which people can understand it, they can trust it, and they can take ownership of it.
• 25:22
  SPEAKER_02: And so we'll see you next week on Salon Success Secrets.