BOARD BRIEFING

How spa leaders can use strategic visioning and strategic planning to build culture and drive outcomes

IN AN INDUSTRY DEFINED BY EVOLVING expectations around well-being, spa leaders cannot afford to operate only day-to-day— especially as guest loyalty drives revenue and technology innovations continue to reshape the client experience. To stay ahead, leaders must chart a deliberate course for where they are going and how they will get there. Strategic visioning and planning provide that roadmap, helping spa leaders connect long-term aspirations with daily decisions.

These tools, widely used in business and human resources leadership, can help spa operators strengthen culture, improve operational outcomes and adapt to change. Research from Gartner shows organizations that align workforce strategy with business goals outperform peers in adaptability and financial performance. For spa leaders, the message is clear: The path to thriving operations begins with a vision of the future.

During its quarterly meeting in Miami this fall, the ISPA Board took part in a strategic visioning session.( Read more on pages 54-56.) But what exactly is strategic visioning— and why does it matter? This overview explores how spa leaders can apply the practice to strengthen vision, alignment and outcomes in their own workplaces.

What is Strategic Visioning?

Strategic visioning is the practice of imagining and defining the future you want for your organization. It answers the question: Where do we want to be in five or 10 years?

According to the Society for Human Resource Management( SHRM), effective visioning connects aspirational goals with culture and values, ensuring that workforce engagement aligns with business direction.

For spas, visioning often goes beyond revenue growth or service menus. It includes:

l Guest experience goals: How should clients feel when they leave? l Cultural aspirations: What workplace environment do we want to create for staff? l Industry positioning: How will our spa stand out in wellbeing and beauty trends?

How does that differ from Strategic Planning?

While visioning defines the where, strategic planning defines the how.

Gartner describes strategic planning as the structured process of translating vision into actionable goals and measurable objectives, with clear ownership and accountability. In practice, this means developing: l Strategic pillars such as guest service innovation, employee training, sustainability, marketing l Action plans with timelines and responsible parties l Metrics to track progress and measure impact

Conducting a strategy session

A well-run strategy session can provide clarity and set a spa business on a sustainable growth path. Based on guidance from SHRM and strategic planning best practices, here’ s how spa leaders can structure the process:

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