The one question that turned this sinking ship around

The group of hairdressers, aestheticians, masseuses, manicurists, and receptionists standing in front of us were supposed to be my biggest (and likely only) asset if we were to turn this ship around. 

As we walked with the owner into her salon & spa, the tension in the air could be cut with a knife. Not what I expected. It sure didn’t seem like the owner understood the full extent of it either. As she cheerfully introduced me as a new manager, I could feel their secret eye roll (great, another guinea pig – just what we need).

I also saw disappointment, sadness, fear, anger, lost hope, agony, and defeat in their eyes.

As I tried to read the room, instead of a rah-rah speech, I turned into briefly thanking them for meeting me. I appreciated the given opportunity. It was met with polite but reserved reception. I asked for a few days to catch up with the daily operations and announced that I would like to meet everyone individually soon.

It didn’t take long to discover the reality

The place was badly mismanaged by the array of coming and going “managers” from the last few years. Most of the long term employees were ready to walk out the door by the time I showed up. They put years into this place and loved their work and clients. I knew they were the ones holding this business above water. 

The spa still stood tall thanks to their efforts, in spite of the failed leadership.

If you've ever walked into a near-bankrupt place of business, you know what I'm talking about. Once even clients start noticing missing inventory, low morale, tension among the staff, the rumors, and distrust among the leadership – it’s only downhill from there. This ship was already leaking water in. The team kept plugging the holes but they were exhausted.

When I accepted the position to run this place, I was told the spa had some issues. There were a few problems that might need to be resolved, nothing major, I was told.

I accepted the challenge having no idea how far in the hole the whole business already was. The crashing iceberg was right in front of our eyes.  

Calling a staff meeting and letting them unload their boiling frustration as a group was a sure recipe for disaster.  Instead, I took the following first days to meet every single one alone, including the cleaning lady.

Our meetings were brief, honest, and to the point.
  

1. I asked each of them to introduce themselves, what they do, and how long they worked there
   
   
2. I asked what they liked the most about their job
   
   
3. I asked about their biggest issue they were dealing with at the moment
   
   
4. I asked the key talents about their opinion on why things turned this bad. (It seemed to me that it might have been the first time anyone was interested in their opinion) 
   
   
5. I listened to all of their complaints, respectfully, and took notes
   
   
6. Just showing my respect opened most of them up. They were not used to it. When you offer respect and recognition, you get the same in return. They proactively offered solutions and their help. It was fascinating to see how fast their first impression of me changed
   
   
7. I assured them that I saw the place is in trouble
   
   
8. I thanked them for holding their highest standards for themselves and continually bringing business in, despite the obvious circumstances
   
   
9. I acknowledged their positive influence on the destiny of this business
   
   
10. I recognized they were the front line soldiers and understood their business the most. Listening to them helped me brainstorm the best solutions
    
    
11. I didn’t promise the moon. I assured them it wasn't going to be easy but I wasn't giving up if they wouldn't either. When offered solutions, I asked if they would help me apply them
    
    
12. I sealed their loyalty with the “So, can I count on you?” end question

This information was priceless

If I spent months observing, I would never get such great insights on my own. It was priceless feedback that made our progress so much faster. 

Every one of our brief meetings ended up with a firm, passionate handshake. You could see the spark of new hope in their eyes. I was no longer another manager who walked in. I was accepted to join the team.

"I couldn’t do it without you" 

were not empty words to me. Even though I worked with human psychology all the time, I was still shocked to see such a rapid transformation. A few days ago it seemed a lost cause. The turn from a completely hostile and doubting welcoming to total devotion was nothing short of stunning.

And humbling. These talented, unique, passionate individuals gave me a chance. They decided to believe, one more time. Every single one of them. They felt I was determined to earn their trust and make this work. Turns out, that’s what being a respectful human does to other humans. I hate playing games.

You can’t fake sincerity

I could only imagine how helpless they felt watching their beloved place being destroyed right in front of their eyes by repeated incompetence, lack of class and integrity – and in some cases, an egoistic power grab and greed.  Instead of jumping ship, they became warriors. They fought for it as if it were their own business, determined to hold on to the last available rigging. 

That was honorable and admirable. When you think of it, I couldn't have dreamed of a better team to turn it all around.

Transformation was rapid

• Issue by issue, day by day, we worked on the most pressing ones
• I made sure to recognize and appreciate their daily efforts
• We didn’t lose any employees, not even those on the "I'm so out of here" lifeboat
• We kept the existing clientele and brought back more lost business over time
• We formed a strong team of supportive professionals who were on the same page with our shared mission
• Within a short period of time, I finished the piles of unopened bills
• I set up new procedures
• Together we overcame a huge setback when our computer and phone systems were stolen one night by the disgruntled previous manager.  It wasn't just financial loss, it also meant lost client's database & the entire schedule for each pro
• Over time we renegotiated the payment plan with disappointed suppliers, the landlord, and other vendors who lost their patience long before I came on board and were ready to collect
• We caught up with missing inventory, supplies, and turned sales back to green numbers
  
  
  

By the end of the year, we were back sailing calm waters with a shiny, fully functioning flagship, restored back into its glory.  

Sure, it meant lots of hours, stress, tears, and frustration. I also used all of my communication skills and charms to get us out of multiple non-negotiable situations.

But I would never EVER be able to save that business if it wasn't for those deeply disappointed people who gave me another chance nevertheless.

When I resigned months later, it wasn't because of the stress and pressure or because the business wasn't doing great. 

It was AFTER I could no longer feel the support of the owner and realized the issue originally started from the head. As it always does. With her ever-changing strategy for the business, I could no longer keep my word to the team.

Lesson learned

The owner was disappointed and didn't hide it. I felt almost guilty leaving the newly restored business in her hands, but it was hers, to begin with. When I made that announcement and other key professionals started leaving, taking their clientele with them, she said, "They're dead to me". Talk about appreciation. 

My team said their goodbyes with the biggest bouquet of roses. It brought me to tears. They were not happy about my departure but they fully supported my decision. They understood. I'm still in touch with some of them, 17 years later. 

The end was sad and amusing at the same time

I was asked to stay for 2 weeks and help train the new manager hired to replace me.  But this woman came in and informed me she didn't need me to tell her anything. She took the office keys and started cutting down the rigging that took us months to secure back. All I could do was shrug my shoulders. She resembled a prison guard. I guess that was just the thing the owner believed her beauty business needed.

That new manager lasted 3 days and stormed out after one of those famous "motivational phone calls" with the owner. I called them "Jekyll and Hyde moments". She mumbled, "Nobody is going to talk to me like this," on her way out the door.

Sadly, but not surprisingly, the spa closed for good not even two years later.

It's not easy to run a business. And surely it's not easy to retain, manage, and motivate employees. But oftentimes it takes so little to be a good leader. When the ego is set aside, beautiful things start happening. Wouldn’t you agree?