“ You create a way stronger company when you don’ t subsidize inefficiencies.” yes, she saw me— but what made it actually powerful is that she felt seen. And I truly saw her.
“ In leadership and on teams, you don’ t get your goals; you get your standards.”
“ You create a way stronger company when you don’ t subsidize inefficiencies.” yes, she saw me— but what made it actually powerful is that she felt seen. And I truly saw her.
The intention behind what we do is everything, and you truly cannot fake authenticity.
Pulse: How should leaders weigh customer feedback? JKL: Collective customer feedback is valuable, and it’ s so important to not immediately react to one-off situations or feedback. It’ s important to look at feedback collectively and from multiple sources.
Pulse: How did you keep customers at the center as IT Cosmetics grew? JKL: Even when we grew to over 1,000 employees, every employee had a frame on their desk that showed a visualization of our mission— our customer in the middle— and our four key company values. Everyone knew that the goal was to channel every decision through that framework of company vision and values.
Pulse: How do you open doors for others? JKL: When you get invited into a room, bring another woman or person into that room with you who might never have had the opportunity to see it. Whether it’ s a big board meeting, a retailer pitch, a press junket or big company meetings, I’ ve always made the choice to invite others into it.
Pulse: How can growth hide problems? JKL: Growth and success are so exciting to everyone that they almost always mask weaknesses in the business. You create a way stronger company when you don’ t subsidize inefficiencies.
Pulse: Where should spa leaders start when profits fall short? JKL: I would encourage them to look at all aspects of their business where they could improve profitability, whether it’ s by reducing fixed costs, or increasing pricing, or improving marketing. You must do the hard and often not
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