Leading a Spa or Salon Business in a Fast-Changing World

So, it’s time to think about what new initiatives you'll put in place for your business this year. What new services, products, or equipment are in the pipeline? How will you grow revenues as well as customer and employee engagement? 

If you’re having trouble planning, you're not alone. Most managers and leaders feel the challenge to plan when the future is unknown. Here are some tips to help you through: 

It's hard to plan—but leaders have to

In an impactful blog post, author and entrepreneur Scott Young shares, "If anything, planning is what's being procrastinated on—you avoid figuring out what the real thing you need to do is—because it's safer to daydream about it instead."  

But, he continues, “Planning isn’t optional.” You know the saying, “You can’t lead your business if you don’t know where you’re going.”  

We are ALWAYS managing in a time of uncertainty

The fact is, you never really know what is going to happen tomorrow. The COVID crisis was a powerful reminder that we are never in full control of our futures, and we must plan accordingly. That is: plan for uncertainty. 

We live in a VUCA world, a term brought to us courtesy of the US Army War College to describe the situation at the end of the Cold War in the early ’90s: 

• Volatility: Speed and magnitude of change is not predictable 
• Uncertainty: Especially in the current situation, we cannot use prior examples to make future decisions 
• Complexity: Multiple causes and factors add to the challenge of making decisions 
• Ambiguity: The difficulty in comprehending what changes will mean in the future 

Each decade, the pace of change continues to accelerate, with unceasing technological evolution and constant changes in consumer behavior. VUCA is especially relevant today, and a helpful reminder that change is always constant. 

Leaders should plan for a variety of outcomes

Planning should consist of multiple options. You can adopt a Goldilocks strategy of good, better, and best (or good, worse, and worst?) and draw up plans to fit each scenario. Thinking ahead on these different options should make leaders feel more prepared. What is your break-even point? How many clients per day do you need to see in order to keep the doors open? While these are not scenarios you may care to repeat, knowing the answers will certainly help your mindset. And, if you are calmer and more centered, that trickles down to your team. 

Taking care of the team when planning is key

Arcona Studio and global skincare brand owner Chanel Jenae shares, “As uncertainty seems to be the order of the day, it's important to retain one’s vision of the future and to convey this to one’s colleagues and clients. In this way, we can hope to inspire them to go forward with their lives rather than stagnate.” Communication and compassion across your organization are important. 

In addition to continuing with long-term goals for the business, Jenae reminds her team of the importance of self-care. “Exercise, healthy, clean food, meditation, yoga, connection with family and friends, reflection, uplifting and inspiring books, and things that elevate one's thoughts which naturally helps to elevate others” are among her recommendations to the staff. 

“It's difficult to balance what is the right and wrong thing to do in some situations, especially when it comes to the employees, clients and everybody's emotions,” confesses Joni Alley, Owner of Revelation Massage in Lewiston, Maine. “The uncertainty of the outcomes of my decisions makes me question my leadership skills, especially as a new small business owner. I want to be aware of people's emotions, but I also have a business to keep open as well. And I sometimes think individuals don't fully understand the implications of that.” 

There's hope for the future

Salons and spas have changed drastically in the fast few years and will always continue to adapt to clients’ needs. We’ve learned of the importance of multiple revenue streams and the necessity of having a digital platform and strategy to remain connected to our clients as well to potentially create revenue. And Curbside pickup or delivery of retail products, touchless therapies, virtual consults and home care kits have been added to your business toolkit. 

Former Chief Marketing Office of Unilever Keith Weed shared this on changing business models: “You can say, 'It’s a very tough world,' or you can say, 'It’s a world that’s changing fast, and we can help consumers navigate through it.' Point is, because planning and managing [are] difficult, that’s not an excuse to stop trying." 

Sage advice; it’s definitely time to make a plan. Two or three, while you’re at it.