Growing individuals not companies. For years, salons have been stuck in this ‘grow the individual’ thinking. All their systems are focused on growing the individual. It’s about building an individual’s request rate. It’s driving individual sales, increasing individual prices when their column gets booked up, hiring them an assistant to spin more money out of their two hands and one chair. This approach creates customer loyalty to individuals while compromising the brand and security of the company. It’s no wonder salons fear walkouts or why stylists see chair rental as their next opportunity. Growing a salon is about growing a company. It’s about building a dynamic culture where all employees work collectively to drive the right outcomes. It’s about building a brand and customer loyalty to the company. If you ever had a walkout—you know exactly what I’m talking about. It’s time to change your focus and your systems. No compromise!
Walking on eggshells. The best companies, salons included, are structured, systematized and adaptable to change. But so many owners fear change and the push-back from stylists. ‘They’ll never go for this,’ is what I so often hear…even when suggesting simple changes. I’m not about ‘my way or the highway’ leadership because that does more to destroy salon cultures than build them. Call it ‘hostage management’ or whatever you like, but not acknowledging that issues need to be addressed and doing nothing is where so many owners get into trouble.”
Where do owners compromise their businesses?
Ducoff: “I wish there was an easier way to say this, but owners compromise by getting too comfortable with ‘average’ performance. Owners may talk about getting to that elusive ‘next level,’ but getting there demands leadership, a plan, commitment, discipline and accountability.
“If your retail sales are stuck at +/- 10 percent of revenue, that’s average. If your pre-book ratio is below 40 percent, that’s average. If first-time client retention rate is below 45 percent, that’s average. If productivity rate is below 70 percent, that’s average.
“I work with a salon in Maryland that has a pre-book ratio of 86 percent. I call that extraordinary. At this salon, pre-booking is a system that everyone is held accountable to.
“When owners continue to accept average performance, that’s all they’ll get. My “No-Compromise Leadership” approach to business is about doing what it takes to grow a great company. In a no-compromise company, average anything sticks out like a red warning light. If your salon is more of a country club than a business, it’s time to go no compromise.”