SOUND OFF
DO YOU EVER WONDER how your
peers would handle a situation? Maybe you’re cu-
rious what other leaders in the spa industry have
to say on a certain subject. In Sound Off,
we ask ISPA members from differing backgrounds,
countries and companies the same question and
see how their answers compare.
THIS MONTH’S QUESTION:
“What was the
biggest learning
curve you faced when
you first became a
spa director?”
JENNIFER BOONLORN KARRIE GRIFFITHS GINGER McLEAN
Owner and Founder
Soul Carrier Director of Spa, Fitness
and Wellness
THE SPA – Williams Island Director of Spa Operations
Hard Rock Atlantic City
Alignment with the vendors I choose
work with, alignment with those
I hire, alignment with the retail
outlets I choose to partner with,
alignment to what I say yes to and
the projects I agree to take on. I have
what I call ‘Shiny Sparkly Syndrome’.
An opportunity may sparkle and
shine with all the glamour in the
world—however, if there are not
shared values and a common bond
of integrity, kindness and respect,
then there is eventually going to be
friction.”
“The biggest learning curve was “Learning to rely on others instead
getting to know the rhythm and
culture of a new location, the
employees, the members and the
flow of business. Every spa has a
unique vibe; I felt it was crucial to
observe first before making any
changes or jumping to any
conclusions. This has served me
well over the years.” of trying to do everything myself.
Thinking beyond oneself and gaining
leverage by working as a team is very
rewarding and critical to any leader’s
success. I am very fortunate to have
worked with extraordinary people
throughout my career and learn from
various perspectives which
supported my ability, as a director,
to influence positive change.”
MAY 2020
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