Pulse January 2023 | Page 36

CONTINUED FROM PAGE 33

decisions .“ I try to involve them as much as possible in the things that will affect our day-to-day ,” she says .“ They ’ re the ones on the front lines , so if it ’ s something that affects their jobs , I ’ m not afraid to take risks if they want to try something new — if it doesn ’ t work , we pivot and try something else .” Jaleesa also notes a side benefit of soliciting employees ’ ideas : “ It helps me , too . I don ’ t have to think so hard .”

Ginger looks to her specialist staff to provide hands-on research .“ When we look at bringing in a new product line , they ’ re involved , they review product samples , they point out gaps in our menu of products and services . If they ’ re not in support of anything we ’ re rolling out , it makes it difficult for guests to enjoy .” She is quick to note , however , “ Voices are heard and recognized , but of course not every decision can be what every team member asked for . But we keep all ideas in discussion in case their time is right in the future .”

At her spa , Tammy provides forms to her staff to seek their direct input .“ We ask three questions : How can we improve our culture ? and What do you love about your job ? and Anything else ?”

EXTERNAL INFLUENCE Staff members are often the literal face of a spa — they are the ones who engage directly with clients . The fifth rule of employee engagement is to allow them to influence external relationships and brand development . At the spa , that means bringing team members into discussions about interacting with clients and vendors .

“ We are where we are because of the wonderful employees we have ,” Tammy believes .“ Our staff of 45 all bring unique qualities to the table .” At staff meetings , Tammy asks her team for suggestions about upcoming seasons and events , then uses their comments to help shape marketing and communications .

Ginger likes to recognize her staff ’ s role in client relationships .“ Amplifying the guest experience really comes from the team members ,” she says . Ginger also notes ,“ We have an entrepreneurial mindset to be creative within brand standards ,” and that her spa uses a “ Culture Club ” of team members who are invited to make decisions on different aspects of the organization ’ s brand and culture .

Nancy points to her spa leadership ’ s efforts to involve employees in retail product lines — and the sometimes unexpected results .“ Our massage therapists asked for us to bring in a couple of specific high-end products and I was skeptical — prior product sales from that team didn ’ t seem to justify it ,” she recalls .“ But I believed in them and now we can ’ t keep the product on the shelf . They were inspired to sell .”

A yearly employee engagement survey that leads to an action planning progress is a key way for Jaleesa ’ s employees to affect her spa ’ s external relationships .“ We use the Breakthrough Leadership process that has weekly WIGs — wildly important goals — to enhance the product and service we ’ re providing . These weekly goals make our customers happier , and that makes our surveys better .” n

FEATURED SOURCES

— GINGER MCLEAN , director of spa operations at Hard Rock Hotel and Casino - Rock Spa & Salon