Them: Hello. Me: Good morning. Them: I don't like your tone. Me: Oh wow. Them: What? Me: What the fuck? Kelly, you're supposed to be at the goddamn beach. Them: Oh no, that was yesterday. I didn't go. Me: Oh. Them: It was too cold. Me: All right. But we're still doing some self-care. Them: Yeah, today I'm just really fucking tired. Me: What about you, Nikki? How are you today? Them: I'm okay. Hang on. I'm trying to get the dog to stop barking. I'm good. Me: Okay. If good was an emotion, what emotion would it be? Them: I'm all good. I mean, I'm also tired, but I haven't panicked at all today, so I feel like that's very positive. Me: Okay. Well, before we dive in, I want to check in with each of you. What's one thing you want to make sure we cover on the call today? Them: Hmm. I would say the, the— wait, what were we talking about earlier? The return check thing. Yeah. I also have noticed that a lot of our employees are getting frustrated with 2 employees in particular, so I want to figure out how to address that. Me: When you say a lot, who specifically has come to you about it? Them: Are like senior stylists that have worked with us like for over a decade. Me: How many is that? Them: So far, 4. Me: So 4 people have come to you separately to express their concerns about 2 other employees? Them: Yeah, I, I think that they're all talking to each other as well. Me: Okay. Mm-hmm. Them: But Me: Is it the same? They all come in with the same thing? Same reason? Them: Kind of. Me: Okay, what's the reason? Them: Um, well, the new girl Christina, they think that she needs a little more technical training and she needs to learn communication. Um, but they're also like, she's so young, and all of them have said that. They're like, well, she's so young, like as she gets older, she might grow out of it, but I'm sensing a frustration. And then our assistant Sydney, they're all complaining that she is too slow. She can't keep up. They're like, she's so slow, she's so slow, she's so slow. Or she's running them behind. Me: Do you agree with the assistant? Them: Yeah. Me: The second person? Them: So I actually switched her from working Saturdays where like everyone's super busy to working Sundays where there's usually like 2 people working because I had a feel I was like, I'm not feeling that was happening. Me: Okay. Them: And the laundry was piled up, like things weren't done. From Saturday. Me: That's frustrating. Them: And we had been closed that Sunday. Yeah. And I looked at the book and I was like, it wasn't. That crazy that Saturday. Like, there's no reason that this should be piled up like this. Me: Yeah, absolutely not. Them: Yeah. Me: Is this a training issue or is this a human issue? Them: Uh, I don't know. Kelly, you can correct me if I'm wrong. I'm not sure if I'm remembering this incorrectly, but I feel like when she started, she was a lot more motivated than she is now. Me: What do you think, Kelly? Do you observe a similar thing or something different? Them: I feel like when— I feel like we've been having this problem since she started. Me: Mm-hmm. Them: Like, we've done multiple trainings with her. Me: The speed? Them: Different people. Trained her. I've tried to create like a sense of urgency in her. I think it's a person issue. Me: Is this the one that you were timing her washing hair? Them: I don't think it's a training issue. Yes, it's the same girl. Me: Mm-hmm. Mm-hmm. Them: Yeah, one of the girls. Me: Yeah, that was a while ago. Them: One of the girls told me her shampoo took 14 minutes the last Saturday, Saturday that she worked. Me: What options are you exploring right now? Them: I mean, I don't think— I have never spoken to her. In a— I don't know, I feel like I need to talk to her. I feel like Me: If you spoke to her, you— so you think she needs to hear something from you that's going to create this shift to get her to perform at the level that you need? Them: That's like an employee thing. Maybe, or just like ask her her perspective as to what's going on, because I feel like she has gotten slower. Me: Mm-hmm. Them: I feel like at one point she wasn't. This bad. Me: Okay. So let's say you have this conversation, then what? Them: I don't know. I don't know if there's like something with training that needs to happen. Me: Is because the intention is for her to come out and perform at a certain speed, right? Is the quality of her work good? It's just speed, or is it both? Them: A little bit of both. Me: What do you think, Kelly? Them: Yeah, like she's still— I mean, obviously, like the towel thing. I feel like that's a quality of work issue. Me: She's been with you guys how long? About 5 months, 3 months? Them: 6 months. Me: That she's been there that long? Them: Yeah. Me: And you're having— how many times have you spoken to her about performance? Them: I think only once or twice on my end. Me: What about you, Kelly? Them: For me, it's been like Mostly. The— that she needs to get quicker with shampoos. I've talked to her multiple times about that, but then other things is just like, hey Sydney, like, can you do this instead of that next time? Just little things here and there. Me: And does she make those corrections moving forward, or does she keep making the same mistakes? Them: I mean, other than the not shampooing fast enough. Me: She is, she is making those corrections and it's, it's consistent after that. Them: Mm-hmm. Yeah, she accepts feedback really well. I just, I think that She's also in college, like she's going to college. She just graduated beauty school. She keeps telling me that she feels like she can't focus on her hair career until she's done with school. So I'm like, is she just like not sure if she wants to do this and she's losing motivation? Like, that's why I want to have a conversation with her. Me: Well, Them: And I also— sorry. Me: Got no go. Them: I also think that I haven't known how to approach her. And so I just haven't. Me: Mm-hmm. Them: Like, I can approach her in the moment when I'm like, okay, like, let's pick a priority here. Someone asked you to shampoo, you're putting the order away, what are we going to do first? And she's like, okay, I'm going to shampoo. And then she changes the behavior. She does it. But I think, like, like, I kind of take the blame for some of this. But not her lack of motivation. Me: Well, Them: It's weird too because she's very like, like she'll post like good content. On her. Like salon Instagram, and it's very like she seems like she's like all in with us. I don't know if you've noticed that, Nikki. Hang on. I just threw a pillow at him. Um, what did you say? I'm sorry, he was howling. Like when she, she has posted like videos and stuff. Just like her content is good when she posts it on her Instagram, and to me, like, the things that she posts, she's like really all in with the salon. Yes. But then it's like Me: What was her jobs before this? Them: Supervisor at Starbucks. Me: Okay, I remember, I remember you mentioning that because that's, that is a, a high-speed environment. Them: Exactly. Me: How much time are you willing to give her to make these corrections? Them: After we talked to her, like maybe like 2 weeks. Me: Okay. And then what are you observing in those 2 weeks to see if those corrections have been made? Them: I mean, she's also doing the desk now, so I think there's a lot of different factors. How she is. Like her speed in. Doing tasks at the salon, like. When she's assisting, so. If someone asks her to do something, she doesn't just stand there. And complete whatever she thinks that she needs to do and then does that next task. Like, I think that we need to communicate with her. That if you're asked to do something, you have to do that. You have to like learn time management. I think where we have fallen short is we had Emma Struble train her and I watched her training her and a lot of times they just stood at the front desk. Me: Okay. Them: And it wasn't like, let's make sure, let's like kind of immerse her in all of the crazy things that could happen during the workday where you need to learn time management and how to prioritize tasks. Me: Yeah, I mean, you can— what I feel is lacking for her is specificity. 'Cause you can't just be like, I need you to be faster. Like, what does that mean? If I'm 1 second faster, technically I'm faster. So you gotta give me some sort of benchmark. Them: Okay. Yeah. Yeah. Me: Some sort of performance metric or something that I can like create a specific focal point around so I know what to do. Them: Yeah. Me: And there's 2 angles there, right? It's like you can share how you're— what you're observing, and you can also leverage being a supervisor at Starbucks. It's like, all right, when you were a supervisor at Starbucks, if you had a barista that was just going slower, like going too slow, like how would you correct that? Them: Yeah. Me: You know, you look up and it's like there's 9 drink orders up there. Everybody else is knocking their stuff up and that person's just being too methodical. Them: Mm-hmm. Me: Right? It's like, you're doing a good job. I just need you to do it faster. How would you coach them through that? And then she can put, put that perspective on and see it through that lens. And that can also help her create a little bit of shift. Them: Yeah. Me: Because I imagine she had to have some degree of experience with that somehow. Them: Mm-hmm. Me: If you're a supervisor, you're managing people. Them: Maybe. Yeah. Me: So if you want her to be faster, how does she come out of that meeting with clarity on what that means and how to do it? Them: We should time her shampoos. And tell her why and say like, this needs to be last, like a lasting change. Not just, I need you to be faster with shampoos and I'm going to time you. How long did it take? Me: That's it. That's one thing. It's like, okay, for the next 7 days, I need you to time each of your shampoos and then tell me how long each one of those have been, right? We're not doing this for the rest of your job here, but for a week, let's measure. Let's see where we're at consistently. Because anybody can step in there for 1 or 2 shampoos and knock it out real fast. Them: Yeah. Me: We need to see what's happening consistently over the course of a week. Them: Also, you saying, you mentioning specific, I can't frigging talk today. The problems that the girls have been having with her is her not understanding them when they're not being specific. So like one of the girls complained. That she asked her to put a glaze on her client and told her like, use 3N, and she used 3N in the wrong color line. She didn't tell her what color line to use. Me: Mm-hmm. Them: So which like, yes, to all of us, we're like, if we're using a glaze, we're all reaching for the same thing, but she didn't know. Me: Yep. Them: And another one told her like, I need you to rinse my client. And she meant, I need you to rinse her and shampoo her. And all she did was rinse her. And then the color wasn't shampooed out. Me: Yeah, I mean, that's not really on her, is it? Them: Yeah. Me: It's Them: I think they're just used to like assistants understanding what they mean. Me: Yeah, that's like relationship 101, right? Like, we just assume our partner knows what we're thinking. Them: Yeah. Me: And then when we react when they don't. You know? Perform in the way that we think they should. Them: Yeah. Me: The first example. Is on her a bit because if there's multiple options. Them: Yeah. Me: If it. And this is coaching, right? It's like if you're ever in a moment of like, I'm not sure which one, you need to ask a question. Them: Yeah. Me: Don't guess. Never guess until you are at a place of certainty. Like, you ask questions. You can never ask too many questions. And if anybody gets annoyed with you because you're asking questions for clarity, bring that to me and I'll address it. Them: Mm-hmm. Yeah. Me: But I want to protect you from any mistakes by encouraging you and empowering you to ask as many questions as you need so that you are clear on what you need to do. Them: Mm-hmm. Me: The second one. I mean, I feel that's all on the stylist. If she's like, can you go over and say, okay, you gave her a clear instruction. She's like, no, you're supposed to shampoo her too. It's like, well, you didn't ask me to do that. And because sometimes it is, it just a rinse sometimes. Them: Yeah. I mean, not really, only for Kelly, for one thing. Me: So it's— so there's never a scenario where somebody's just getting a rinse. Them: Not with color in their hair. Me: Well, I mean, does she know that there's color in the hair? Them: Yeah, she was pulling highlights out. Me: Okay, well then that's a training issue. Them: Yeah. Me: It's both. Right. She's doing exactly as she was told. For me, like, if I'm in that scenario and I don't have the certainty and somebody just says, can you go, you know, rinse? I'm just gonna go rinse. I'm gonna go do what was asked. Them: Yeah. Me: Do you feel like your team is getting nitpicky with these people, or do you feel like they're justified in their complaints? Them: I think that they're accustomed to a certain standard of assistant, and we also just hired like a rockstar assistant. So I think now they're like, oh wow, like Like, look at this new girl who's been here for a month who has a lot less experience, and then look at Sydney. Me: Mm-hmm. Them: And Emma Schruble's stepping away from assisting, and I think they're kind of panicking. Me: Okay. Them: Because like she gets them. Me: Yeah. It's just part of the change. Them: Yeah. Me: Do you think that solves the problem if you guys time her shampoos? That's the only thing that she's slow on. Them: No. Me: Or do you think that you just focus on that one activity and it starts to shape her mentality of like, I just need to be faster in all this stuff? Them: I mean, I think I want to figure out a way to communicate with her that Her performance has been lacking altogether and then start with the shampooing. Me: Yeah. Them: But I don't want to like knock her down and be like, there's a million things that are wrong with you. Let's work on this one thing. Me: It's 6 months. It's a performance review. Them: Yeah. Me: Right? Like, here's what you're doing well. Here's where you need to improve and here's how you do it. And here's what we'll be watching for. So that's the important thing. So you have shampoos. Give me a max of 5 things that you want to address with her around performance. You can chime in too, Kelly. Them: I would say like the understanding. What the stylists mean. Or maybe just Me: We can't put that extra. You need— no matter what they tell you, you need to find the meaning, okay? Them: That's not measurable. Here's the thing though. Well, because I like, if, if someone tells me something and I don't fully understand, I will ask questions. To clarify. Me: Yeah, so that would be 2, right? Them: Like, okay, you said rinse, but do you want me to shampoo too? Do you want, like, I feel like I know that's probably not measurable, but that's something I feel like we need to talk to her about. Me: It's measurable in In the way of if she— if you're sitting down, there's 5 examples, and she's like, all right, this happened. What question did you ask her? I didn't ask her a question. Well, did you ask a question? I didn't ask a question. Okay, well, now you know you're not doing what we asked you to do. Them: Mm-hmm. Mm-hmm. Me: Um, so yeah, that's another like somewhat measurable thing, but something clear and specific. It's when somebody gives you a request, ask a question. Or repeat it back. Them: Mm-hmm. Me: Hey, can you grab me a towel? Do you just need one towel? Hey, can you sweep up this area? Do you want— you mean just this station right here? Right? Yeah. Like, ask the questions or reflect back the request. So that both parties are clear. Trainable skill for sure. The hair washing timing should create a shift in her mentality. And communicate that as well. It's like, we're going to focus on you getting faster here. So that we can just get you performing at the speed that we need to, but we need that speed being performed in all areas. I'm not going to sit here and time you for 17 different tasks. We're going to focus on this one, but I do need you to be faster with everything that you're doing. Them: Mm-hmm. Me: What would be a third thing? Them: Greeting clients at the desk. Me: What is— what's, what's the gap there? What is she doing? What do you need her to do? Them: Like. So. When there's like multiple clients that need to be checked in and she's checking someone out. Me: Mm-hmm. Them: She'll. She'll still check in the client, but she'll be short with them. So apparently what happened a few weeks ago was she was checking someone out. A new client came in. She said, oh, you're here for Nikki, and the client said yes. And she said, you're good, and the client just stood there because it was a new client. Like she doesn't know what to do next. And then another client came in, same thing happened, and now there's 3 people standing up there. Me: So what's the, what's the SOP for that? Them: That is Me: Because she's going to need to be told specifically what to do in those scenarios. Them: Yeah, we have a script, like we went over it in a check-in. Mm-hmm. But I have Ashley going over that with her tomorrow. Me: Okay. Them: They're gonna roleplay it. Me: You think that'll be sufficient? Them: I mean, I hope so. Me: Is this something that's happening a lot, or are you just speaking about a one-off scenario? Them: I was told it was happening. I haven't seen it. I was told it was happening a lot, but it could have happened once and then the girls— I feel like they're all talking in the break room about this. Me: Okay, well, that needs to be addressed immediately. Them: Yeah. Me: You cannot have your team talking shit about somebody else in the salon. Them: Yeah, well, I don't know that they are. I just have a feeling because they're all suddenly coming to me. Me: Mm-hmm. Them: About the same 2 people. Me: Yeah. Them: I also feel like when she's at the desk and it— like, she's just naturally soft-spoken, but I feel like she needs to talk louder. Like when she's answering the phones, when people come in, like it's loud in the salon a lot of times. Me: Yeah. Them: Like clients, when they're checking out, they can't hear her. Me: Trainable skill, so you can definitely do that with her. Before we dive into that one, let's finish the front desk scenario. One approach that you can have there is to have her walk you through how she handles that scenario without you telling her what she's doing wrong first. Them: Okay. Me: And just kind of see how, what, where her mind is with that. Them: Mm-hmm. Me: And if she gives you the right answer, because you, did you observe the example you gave me? Was that the one thing you did see or did somebody tell you that happened? Them: No, someone told me. Me: Okay, so we don't actually know that factual, right? Them: Yeah. Me: So until you observe it, It sounds like you have a team that's forming a story about her. And so they're going to find references to support that story, and they're going to tell the example in a way that supports the story that they have. Does that make sense? Them: Yeah. Me: Right? So they'll leave out details, sometimes just unintentionally, that don't support the narrative. And so see if like the two of you can maybe for the next week or two, especially after the call, the conversation, just be intentional about observing her when somebody walks into the salon. Put your ear out, see if you can hear how she's greeting people. And then form your own narrative by what you're seeing. Them: Mm-hmm. Me: With the tonality. Kelly, give me an example of how she answers the phone in the tone that you think is too low. Them: You want me to talk like her? Me: Yeah. Them: Okay. I'm gonna use my water bottle. You have to be quieter. You're not gonna hear me. Thank you for calling Willow and Jade. How can I help you? Me: Okay, great. Now, how loud do you want her to talk? Them: Thank you for calling Willow and Jade. How can I help you? Me: Okay, now do that. 3 times louder than what you just did. Them: Thank you for calling Willow and Jade. How can I help you? Me: And now do it at the normal tone that you want her at. Them: Thank you for calling Willow and Jade. How can I help you? Me: Yeah. So. This little practice right here, she's speaking at a 3, you need her to speak at a 7. If you don't take her to a 10, it's going to be much harder for her to land on that 7. So get her to talk louder to the point that it's uncomfortable. Them: Mm-hmm. Mm-hmm. Okay. Mm-hmm. Me: Like even have her feel as if she's almost shouting, thank you for calling Weddle and Jade. How may I help you? Right? Now. Thank you for calling Willow and Jade becomes much easier. Them: Mm-hmm. Me: Versus just trying to get that, because if you just bring her to that, that's going to be her ceiling. Them: Mm-hmm. Me: And it's going to just require more mental effort to get there. But when you show her she can actually speak way louder than that, much easier to land right there. Them: Mm-hmm. Okay. Me: I think you'll have fun with that one. Louder! Louder! Just have her in tears in the office. Thank you for calling. Them: Oh my God. Me: Is there any more that are significant for you right now, or is Would those be the primary elements? Because right now we have shampoo speed, we have asking questions, we have how she's greeting people that come into the salon, especially when there's multiple people at the desk, and volume. Them: Mm-hmm. Me: And her tonality. Them: Mm-hmm. Me: Is there one more? Does that feel complete? Them: There was an issue last week. With her booking someone for a haircut and not asking them details about what kind of haircut they wanted. But Emma Struble. sat with her and gave her a script. I just don't know, like, how it's been since. Me: Okay. How many— do you do vibe checks with her? Them: I haven't done a vibe check with her. Every time I've tried to, something's come up. Me: Okay. Them: Like, I had one scheduled with her yesterday and she had to— they needed her. Me: Okay. Then if— do you want to invest in this employee? Do you want to invest time and energy to develop her? Do you trust that she'll get to where you want her to be? Or are you hanging on to her because it's convenient? Them: That I can't tell. I was trying to figure that out this morning. Me: Okay. You want to like put some effort into her for the next month and see where we land 30 days from now and then make a decision? Them: Yeah. Me: Then I would prioritize a weekly check-in with her over the next 4 weeks. Because you're going to be throwing a lot at her. Them: Mm-hmm. Me: You can do one of two things. You can go over all 4 and be like, this is the things that we're going to be observing, or you can space them out week after week. Week 1, we're going to focus on shampoo. Week 2, we're going to focus on questions. Week 3, we're going to focus on front desk. Week 4, we're going to focus on volume. Which of those approaches do you feel would best suit her? Kind of individual-based, right? I think any of us could just take on all 4 and we could just go address it immediately. Them: I Me: Some other people might be very overwhelmed by all that and it might be too much. You could do 2 and 2 if you want. You can break it up. Them: What about telling her all 4 so she's prepared and aware? Me: Mm-hmm. Them: And then doing one a week. Me: You can do that as well. You could do all— I mean, do all 4, have the conversation, and on the first check-in See if all 4 are kind of moving. And if they're not, pick one to focus on for the next week. And make sure we really dial that in. How about that approach? Them: Yeah. Me: What do you think, Kelly? Them: Yeah, I think that's good. Me: Okay. So you feel complete on her? Them: Yeah. Me: And then what about the, the first person that you mentioned? Them: Oh my God, I forgot for a second. Uh, Christina. Yeah. Well, I'm going to also have a conversation with her this week. Because we want to make sure that she is technically trained the way we want her to be. So we're going to have her shadow Jules for a month and then Kelly. And the thing with her is she talks a lot. Which is usually good. But it's making her slow behind the chair and Jules also had that problem when she first started. Me: Oh, great. Them: So like, yeah, Jules was like, I would love to. Mentor her in that, and it's probably going to be a lot nicer than when I mentored Jules because I made her cry about it. So. Me: Okay. Well, I mean, that's great that she wants to take the initiative and do that. Them: Yeah. Me: Yeah. Them: She's really a really good educator. So. Me: Okay. Them: I just have to like let Christina know that's happening. Me: Okay. Do you think that's the extent of what needs to be talked about at this point? Them: I think so. Me: Okay. And what about the 4 staff members that are complaining? Them: Well, Me: What are they wanting you to do? Them: They want us to fix everything for them instead of communicating when they have an issue with the person that they're having an issue with. So I feel like that's also something I need to talk to them about. Me: Do you trust that they have the communication skill? Communicate that? In a way that's not going to offend or hurt that. What they're communicating will be well received. Them: 2 of them. Me: Do you? Them: 2 of them. Me: Okay. And what's, what's the outcome that they're wanting? They come to you, they share what they're experiencing. What are they wanting to happen? What would be the ideal scenario after that conversation? Them: Um, they— I mean, I feel like exactly what we're doing, more training for Sydney and figuring out a solution for Christina. They— the ones that came To me about Christina were very much like out of concern, saying like. She came from a negative salon experience. We want to make sure she knows how we do things here. And also. Like. She— we want her to be. Like meeting the Willow and Jade standard in terms of her work. So our reputation is not. Getting. Me: How many vibe checks have you done with her? Them: Messed with. Kill. Me: Hello? Them: Yeah, she's been there 2 months and I've had like a couple other side conversations with her. Me: Okay. Yeah. That's the one that you sent me the recording of, right? Yeah. Them: Yes. Me: FreeScope. Pick the primary concern from a team member and tell me specifically what. They shared with you. Them: A primary one. Me: Whoever seemed the most agitated. Them: I'm trying to. I wouldn't say agitated. I would just say like concerned. Me: Okay. Them: Like it was very much, we really like her, but this. Me: Yeah. Them: And one of the things was her negativity in the break room. Me: Christine's. Them: But it. Yes, about things like the old salon she came from and stuff like that. Me: Mm-hmm. Them: And that stylist was like, we understand, like, I understand we all came from trauma, but we're not trying to like have that experience all the time in the break room. Me: Okay. Them: And then it was, she's young and blah, blah, blah. And then also we don't know how experienced she is behind the chair. Me: Okay, so the— that's— so just the technical issue is what you have are shadowing, so that's going to solve that problem. The only other issue is that she's kind of Them: Mm-hmm. Mm-hmm. Me: Unconsciously sharing. Them: Yeah. Me: Negativity. Without trying to be negative. Them: Yes, and her grandpa also died like the week that she came to me with this, so I'm like I don't know the context. Me: What do you want to do about it? Them: I feel like the technical training is going to be a bigger deal right now until I figure out like I don't know if anyone else is also having that break room problem. Me: Who's the primary stylist that you trust that works the most with her? Them: Probably. Sam Herbert. Me: What? Do you— is this somebody that you could come to and say, hey, between you and I, people have expressed some negativity. Can you just tell me if that's happening? And if so, just relay back to me what's being said so I know how to coach her through it. Them: Yeah. Yeah. Me: You feel the same, Kelly? Them: Yeah. Me: You want to just do that? Them: Yeah. Me: That way you can just have somebody— is Sam one of the people that complain? Them: No. Me: Okay. Then yeah, just let her know what you're doing. Let her know the intention behind it, and then she'll— she should be able to convey back just kind of neutral observation. Them: Mm-hmm. Me: Okay. That's all those issues. Them: Yeah. Me: Okay, great. What was this return check issue, Kelly? Them: Okay, so we had a client, it was a new client. Me: It's like she was waiting the whole time. Them: Hey, hey. Well, because it's been like an ongoing thing for like the past few weeks. Yeah, because it was August 5th. What? Me: Mm-hmm. It's August 9th. Them: August 9th. Her appointment was August 9th. She came in, got her hair styled for an event, I'm assuming, and she bought a product. She paid with a check that was— I don't know if it was Like her dad or her husband. Like, I don't know this girl. I didn't see her. Um, the check was in his name. Uh, it was returned first due to insufficient funds. And then the second time it just said that the other bank like denied it or something. Um, Me: New client, interesting. Them: I mean, I'm just continuing to deal with this, but me and Nikki are wondering if we should put like something in place where like people can't pay with a check unless they're like someone who's paid before and we trust them. Me: Is this a one— a first-time client? Them: Mm-hmm. Me: And have you been able to get in touch with her after? Them: No, we texted her yesterday. I wrote that she like told her the situation. I was like, we need to get this cleared up. We basically have till Friday in a nice way. Me: What happens Friday? Them: Well, Friday we will— here's another thing. Because I can escalate it. And send like a formal letter, but we don't have this girl's address. We have no information on her other than her email and her phone number. Me: How much did she get you for? Them: $133. Me: Is it worth $133 to keep putting all your energy into this? Them: I mean, I wouldn't say I'm putting all my energy into it. Claude's doing it all. Wait, did you contact her with the phone number that's on this check? It's the same phone number that's in her— okay. Me: You, you— I mean, you may have just got taken. She may be out there just writing bad checks. Uh, is there anybody? Them: Right, so that's like my question. Like, and first of all, also, like, if I saw this check, I would have been like, uh, this is fucking weird. Like whoever took the payment. Me: Yeah, I mean, you can't check somebody else's name on it. Them: The check has the guy's name on it. And it has the guy's name on it and then like no address, nothing else on it. It's like the weirdest check I've ever seen. Me: Yeah. How many? How many people are paying with checks? your salon? Them: I mean, we have a lot. Me: Really? Them: But they're like regulars. Yeah, the old ladies. Me: Um, you could have this, you could have a policy like we don't accept first payments in check. Um, yeah, you have to pay with credit card or cash, and we need to have a credit card on file in case the check doesn't Them: You think just first payment? Me: Well, I mean, yeah, what's the likelihood that somebody— I mean, how many times does this happen? Somebody's come in and wrote you a bad check? Them: Once. Me: Okay. And if she would have came in once and paid, what's the likelihood that the second time she's going to come in and give you a bad check? If she's out there writing bad checks, she don't have money, right? So she's just going to go to the salon that takes her check. Them: I don't know. Mm-hmm. Me: Okay. Question is, how do you catch that before the service? Do they pay? Because they don't pay before the service, do they? Them: No. Me: Right. So you won't know until checkout. And she's like, okay, I'm gonna write a check. And I'm like, sorry, we don't take checks on first payment. And she's like, well, this is the only payment I have. What are you gonna do? Them: I don't know. Every client is also supposed to have a card on file, but she did not. I also don't think that Ashley was trained in that. Me: Okay. So when somebody comes in for the first time, the policy is that you guys put a credit card down? Them: Anytime they pay with a card, it automatically gets saved. So the first time, a lot of times it's not already on there unless they booked online. Me: Do you? I mean, this happened one time in the last 2 years, right? Are you guys wanting to put a policy in place? In the case that this happens again? How would you like to address that? Them: Well, I feel like even if we took a card on file and they don't have money, and imagine like if it's a debit card they put on file, we're still not going to be able to charge it. Me: Because what are your options here? You mean somebody books for the first time and now you have to ask the question, will you be paying cash or card? And they're like, I'll be paying by check. And you're like, okay, we can do check, but you still have to put a card on file. Or we actually, we don't accept checks until your second visit. Is that the protocol that you want to have? Do you want to just see if this happens again, and if it does, address it then? I mean, what— something happening once in 2 years, it's like, do we really want to change the protocol? Of one. Experience. And just make it a little bit more complex for everybody. Them: I think we're gonna Yeah. Me: Because one person out of 1,000 came into your salon. I got you for $130. Them: Yeah, I think it'll just overcomplicate it. Me: If this was a higher ticket thing, let's say she was getting extensions or like a full color, is there a deposit that gets put down for those? Them: Yeah. Me: Or is it also they don't pay until checkout? Them: They don't pay till checkout, but that actually is a policy I want to change. I want to start taking deposits for longer services and/or extensions. Me: What do you think, Kelly? Them: Yeah, I agree with that. Me: What would be— is it a time, a certain amount of time that you take a deposit? Is a minimum service cost that you take a deposit? Them: I think time. Like over 3 hours. Me: Okay. Them: Like Jules is booking some 7-hour services and not taking deposits. Me: Okay. Well, what do you want to do here, Kelly? Do you want to just let this slide? Do you want to put something in place for it? Them: I mean, I'll let it slide, but I'm still gonna keep harassing her for Soul Friday. Me: Are you even sure that that's her number? Them: I mean, that's the— I don't know. Me: Have you called it? Them: No. Me: Called it. Them: We're gonna call it today. Me: Yeah, I can call that. Get to see if we can get him on the phone. Them: Mm-hmm. Me: But also, in hindsight, looking at it, there are a couple red flags here in the processing of the payment that should have been handled by the front desk, right? For one, you have a check here that's not in your name. We can't accept this. Them: Yeah. Me: You can't, you can't just bring in a check from somebody else's name, be like, oh, it's fine, it's my husband, it's my dad, it's like whoever. Like, well, we need ID to match the check. Them: Yeah. Yeah, well, I'm not even sure. She might have had, uh, like a man with her. Like, I have no idea. Well, that was the day that Sarah was by herself for an hour. Doing the desk. Me: Have you talked to Sarah about it? Them: So she probably I didn't know. No, I just realized right now. Me: So it was Sarah that did it? Them: Yeah. Me: And she's not normally doing front desk? Them: No. Me: Okay. Them: She's the one who I switched from Sundays to Saturdays because she's a strong assistant and I don't want her at the desk. I feel like it's a waste of time. Me: Okay. I don't mean— Yeah. Them: Flip through. Me: This person has a 1-hour window. For this to happen at the perfect time. Them: Momo. Me: Like the one untrained person is going to be the one taking this check. Anybody else, there could have been pushback. Them: Yep. Mm-hmm. Me: Yeah, I mean, send the message, make a call, and then cut your losses and move on. Them: Okay. Me: Yeah. Them: Maybe just tell the rest of the team to like look at the checks if they get them. Me: Yeah, I mean, anybody that's going to be front desk, you can have it sit down and tell them what happened. Them: Mm-hmm. Me: Like, you know, it's very unlikely this happens again, but in the future, like, we don't take checks from without somebody's name on it. If it has minimal information, ask for their ID and write down their driver's license number so we have that. And if there's no address, write an address, match it to the driver's license, and just make sure that we have their contact info, especially if it's a first-time visit. Them: Yeah. Okay. Me: And that should, that should prevent it moving forward. Bet that pisses you off, huh, Kelly? Them: Yeah. Me: I feel you. I guess there must be consequences for this. Them: I hate injustice. Me: Okay. Does that feel complete for the operational sides? Them: Yeah. Me: Why are you smiling, Nikki? Them: For now. Because I just know Kelly's pissed. Me: Yeah, it's— I feel you. It's incredibly frustrating. It's the money game. When you take money from people, there's just situations that show up that are just— it's like, is it— it's frustrating and you want the justice, and it's also like, is it worth the, the energy that this is going to take for me to pursue? Them: Mm-hmm. Me: You know, I get like the whole print— it's not the dollar amount, it's the fucking principle, right? Them: Mm-hmm. Me: And yeah, like, you get a dessert. Them: Mm-hmm. I even, I even true people searched her and the check writer to try to find their address and nothing came up. Me: Yeah. Yeah. You could also, just as a sign of good faith, like share that with the local salons and be like, hey, this person came in, wrote us a bad check. This was their name. This was the name on the check. Um, Maybe not give too much details that make you guys look bad, where they're like, well, why would you take a check from Richard when Marianne was checking out? Them: Well, it's the same last name. Me: Oh, is it? Them: Yeah. Me: Based on what, an ID check or what she told you? Them: What she told us. Me: Yeah, so if you're writing bad checks under somebody's name, probably makes sense that you give a false name. But I mean, all checks should have an ID check with it. I'm gonna— can I see your ID with it? That's the only thing that you can verify at the moment. Credit card processes right away. Check, you gotta take it to the bank. Them: Mm-hmm. Yeah. Me: Okay. You guys ready for my list? Them: Yeah. Me: Is there anything else you guys want to make sure we dive into? Them: Wow. I don't think so. Me: I don't have, I don't have a list, but there's one, one thing I wanted to dive in with you guys. Them: Can't think of anything. Me: Around. The amount of time that you guys are working behind the chair inside of the salon. And what kind of agreements that you guys want to have around what that looks like. If there's a minimum amount of time that you guys think the other person should be working, if there's a certain metric that we're watching instead. And this is a conversation that even if we define it now, we're probably going to revisit it in a few months anyway, because it's kind of, it evolves. Right. Based on. Okay, we made this agreement, we're living this agreement. And now I have a response to the actual experience of it. Now maybe my agreement needs to change. Them: Mm-hmm. Me: Right. You might think it'd be fine and you experience it and you're like, this is actually like frustrating the hell out of me. What? What is your guys's ideal schedule at this stage? If you could snap your fingers, revenue stays the same, if not growing. And you could like, this is what I work behind the chair. Them: One day a week. Me: Okay. Them: For me. Me: What about you, Nikki? Same. Them: Maybe 1.5 if I'm like, like I'm scheduled 1, but if I have someone like coming from another state or something, I do like their hair on another day. Me: So you just have one set day and obviously you have flexibility to take on more if you want, but it's not a set schedule. Them: Yeah. Me: Where it's like it's consistently being booked. Them: Yeah. Me: Okay. And currently you guys are 2 to 3 days? Them: Sometimes more. Me: Okay. If one of you went down, like Nikki, if Kelly went down to one day a week starting next week and that's— it was just her schedule. What do you feel your response to that would be? Them: Well, next week I think I'm working 4 days, so I'd probably be like, I would need help with my side of things. Me: What if it was just, you know, from here on for the rest of the year, you pull up the calendar and she's just working Wednesdays? That's it. No other days. How would you feel? Them: I think if revenue didn't change and like profit stayed like where it was at, it would be fine. Me: What would you feel? Them: But I'd also— I also would never do that. Just like take myself out of the book, not tell Nikki. Me: Well, not as it's a surprise. Like, you know, it's a conversation and now you're looking at the calendar, now it's real. It's like, oh, we've been talking about this for a couple months and now Kelly got all her affairs in order and she's just working one day a week. Them: Mm-hmm. Mm-hmm. Yeah. Me: That's the whole thing her and I are working on, right? Is like getting all the stuff off her plate to free up more time, and then she can choose what she wants to do with that time. And so she gets to that point and now you're like, you're still working 2 to 3 days a week, sometimes 4, and Kelly's working one day. What do you think you're gonna feel when you see that? Them: I think frustrated. Me: Why? Them: Because I'm working 4 days and I want to work 1 day. Me: So it'd be a frustration. Them: And also, like, when I'm behind the chair, I feel like it, like, sucks the life out of me sometimes because The team. And I don't know how to, like, train, train them out of this. They just come up to me. All day. But like, it's not always like, I need this from you. It's also like, look at what I did and look at this. I'm so excited about this. Can you help me take pictures? Blah, blah, blah. And like, I feel like energetically it just Takes a lot out of me, and I feel like when Kelly is at the salon. They bother her, but not as much. Sometimes they text me when. That's not true. I'm always having to help people with pictures. Nikki V is always fucking coming up to me about stuff, like problems usually, or it's like, help me. Pick a color of hair extensions and Like, there's just always. The other day there was like shit going on with this and like no one could figure it out and it was like a very simple fix and I. I was like, okay, like. Did you do this? Did you try this? Did you do this? And then I just ended up fixing it myself when I had a minute. Me: So let me just pause here for a moment so we don't get into the energy of like who's getting interrupted more. You're both getting interrupted. Them: Oh yeah, I'm not saying that. Yeah, I just feel like because we've also been working like opposite schedules. Me: You weren't more than the invite. Yeah. Them: Like, we might not be seeing it. Like, I don't— when, when Nikki's behind the chair, I don't see it because I'm usually not there. Me: Yeah. So you guys are both having an experience where it's like, The answers to all their problems are in the room, and so it's, it's natural for humans to just go seek out the person that has the answer. I don't think most people are just problem-solving mentality people. You know? Them: Yeah. Me: So what? Them: Getting messed up at home when I'm not there. Me: So is the only that Them: And there— I don't have to be the one to answer. Me: The frustration you would feel with seeing that schedule. Are you saying that it would entirely be frustration with yourself because she got there first and you're still kind of in that and now there's like a FOMO, maybe even an envy of like, she has the schedule I want. I'm not there yet and that's frustrating. Them: Yeah. Me: And is it possible that that frustration unintentionally gets projected into Kelly in moments? Them: What do you mean? Me: That sometimes that frustration you feel will be projected in your communication with her unintentionally, but it might just leak out in moments. Them: I mean, maybe. Me: Okay. Them: It also would look very different if like numbers didn't change. And one of us stepped back. Me: Mm-hmm. Kelly, what would you feel if the role was reversed? You guys have been talking about it for a couple months. You pull up the calendar for the rest of the year and Nikki's just working Thursdays. That's it. And you, you know, you got 3, 4-day weeks for the rest of the year. Them: I mean, I'd probably be a little frustrated, but at the same time, I don't— like, I don't even pay attention to Nikki's book. Me: Okay. Them: Like, I don't usually just— I don't know, I don't like compare or The only reason I even see our numbers weekly is because we have like a, like a Service. Tracking sheet. For the two of us. So that we can track like our numbers, like when I'm doing payroll. And tracking everyone else's numbers. Me: Yep. Them: I have a sheet for us. Me: Yep. Them: Separately. But that's just for us to see like the revenue. Specifically that we're bringing in. Versus. The rest of the salon. Me: How close are we? To one of you getting down to a 1 to 2 day a week schedule. Is this realistic to happen by January of next year? Them: 2 days a week, yeah. Me: Is that the target? Them: I think so. I feel like we've been saying that. Me: I think there's been twice this year that you guys have made a schedule adjustment in your favor. Them: Yeah, right. Yeah, I think with Kelly it's different because she works like some half days. Me: Yeah. Them: But then the half days will equal up. Totally. Me: Mm-hmm. Them: But I can do 2 full days. Me: Are you guys wanting to make any decisions around schedule right now? Them: I mean, I feel like we just did make a decision on it. Like, we just— didn't we just change our schedule? Again? I think. I've been thinking about it a lot lately where I'm like, I want to work one day, but I'm— I also am like, what if I just had time to get caught up with everything like on my list? And like, or like took like one week off every like 6 weeks. To just. Do vibe checks and like get everything fucking done. Me: I6 didn't do once a month. Them: Mm-hmm. Me: You can work, you can do 3 weeks on, 1 week off. Them: Yeah. Me: And let that be your schedule because your vibe checks are monthly. Them: Yeah. Me: So if you have 1 week off a month where you're not behind the chair, because again, like, you guys don't have to have the same schedule every week. You can go 2-1-2 off, 2-2-2 off. 1-1-2-1, like whatever you want. Like you guys are the owners. Them: Yeah. Right now. We like share a station right now. Me: Mm-hmm. Them: So we like alternate that way, but it's also like we have to take into account if we are Like we're actively looking for a new location. Me: Yeah. Them: When we find one. Like, do you remember the amount of fucking energy we put into building out this salon? Like, also we work 6 days a week behind the chair. Right. And I literally had like, basically once everything settled, I had like a nervous breakdown after it. So wasn't ideal. Me: Yeah. I think the core question here, or a core thing we're trying to solve, is how do you guys have the flexibility and independence to make decisions for yourself inside of the business without it negatively impacting the other? So if there is anything that you want to do behind the chair or even in the business, I mean, obviously communication will be there, but that you have the freedom to do that. And that there's trust on the other side that whatever decision you make, if it is going to have mild or even significant impact, that it's well thought through, that it's communicated, and that we continue to have communication around it as we experience the change. Do either of you have any concerns around that that you'd want to bring into this conversation in the moment? Them: I mean, I want to cut my hours down to one day. Or even like one and a half days a week. Next year. I just don't know. If that's possible for the business. But also I bring in less money per hour than Kelly because she's like the fastest fucking hairdresser. world. So I'm already bringing in less and I'm already making less of an impact the less I work. It's almost like I have to work 3 days to bring in as much as she does. Me: Pause for a second. You said I'm making less of an impact the less I work? Them: Behind the chair. Money-wise, yeah. Me: Well, when you're not behind that, if you're working less behind the chair, are you just at the beach? Are you hanging out at Starbucks all day? Like, what are you doing? Them: I've been to the beach once this summer except for when we did a photo shoot. Me: Right. So where would your time be being spent if it wasn't behind the chair? Them: I— it would be growing the Silas and dealing with their shit. Me: Okay. Them: And doing content. Me: Let's be cautious on using the word impact there because it could potentially be more significant impact. Them: I know, I just mean financially. Well, Kelly made a comment. Well, I was just trying to convince you of literally what Arvin just said to you. Me: Which was what? Them: Like, she was like, I can't. Stop working behind the chair because you and I are like bringing in money. And I was like, Nikki, you've brought in $20 grand less than me. Like, you're already not— like, I didn't mean it like to sound like I was picking I was like, I'm not picking on her, but I was like, you're already like not bringing in That much that it's— I don't want to say not making a huge impact, but like it's not impacting the financials that much. Where like that energy could be used somewhere else. Me: And to Continue to challenge your, your thought there, Nikki, when you say financially. That time's being spent developing team, and when you develop your team, what happens to the bottom line of your business? Them: They make more money. Me: They make more money and your business makes more money. Them: The right. Me: And so you think about the things that you've invested in a team this year and your vibe checks and how you're developing people and the communication, all of that stuff. Is— are your numbers similar to last year? Them: They're higher. Me: They're higher. How can that be? You're making less behind the chair. That's impossible. Them: Well, I know sometimes it feels like it's not like measurable on my side because I'm not— I'm like teaching them like how to talk to people. And I feel like, I guess that's measurable in like pre-booking and stuff like that. But I'm not like teaching them technical skills. Well, that's going to be my side of it when I'm one day a week. Me: Yeah. I mean, it's This, this whole idea that you and I have been talking about intentionally this last week or 2 around where you're putting your attention. Where you're putting your focus. What's what? Examples are you giving and what story is that example supporting? If it's Yeah, well, like what I do isn't tangible and like there's no way to measure it and it's like I get the monies up, but like I don't see my role in that. Like what's the actual story that that's supporting? Them: Oh, you're actually asking me? Me: Mm-hmm. Them: Okay. I guess. That I don't think that my role is as important. Me: Yeah. What else? Them: That if I'm not behind the chair, I'm not bringing in value to the business. Me: Okay. Them: I just have to say something. Me: Well, before you, before you interject, let me just finish this process with it. Them: Okay, okay. Me: And give me one more. Element of that story that runs with these examples. Them: I feel like those sum it up. I think there's something else, but I can't like pull it out of myself. Me: Does it feel like no matter what you do, it's not good enough? Them: No. Yeah. Me: And the only, only place that you've allowed yourself to, to really feel like you have real value is behind the chair. What would need to happen? For you to allow yourself to see the impact that you're having on the people around you with everything that you've been doing. Them: I think. The salon would have to be profitable without me being behind the chair as much as I am. Me: Okay, what else? Take money off the table. Them: Can you get— okay. I mean, I feel like everything else is running really well. Me: Give me 3 examples. Them: So not with money. I don't know. I feel like I'm putting like the financials heavily into this. Me: What are— give me examples of things you do that aren't behind the chair inside of the business. Them: Vibe checks. Marketing. Networking. Helping. Them communicate. Putting out fires, really. A lot of like the vision. Like creative direction. Me: And the— you look at your staff. And you look at, you know, both of you guys are developing them, right? Mm-hmm. You also play a role in that. You have your role, Kelly has hers. Are your stylists making more money, the same money, or less money year after year? Them: More money. Me: Okay. So, and is that due to, is that partly due to your influence? Them: I think so. Me: Yes or no? Them: We've also raised prices. Yes. Me: I'm pushing you to give me a definitive answer so there's certainty behind your response, because if it's like, I think so, maybe, that ambivalence supports the old narrative. Them: Okay. Me: Like you have to know with certainty that the impact, the influence and impact that you're having on these, on your team. Is growing not just your business, but them as well. Not just as stylists, but as human beings. Do you believe that to be true? Them: I do. Me: And so just like we were talking about yesterday, it's when we start, when you start to provide examples, the non-negotiable, the discipline that I would love for you to take on. Is that you just don't allow yourself to share anything that has a negative context of what you're doing. What salon in your area is outperforming you in team development? Them: None. Me: Well, fucking A, that means you're the best. But where do you rank in your certainty in that? Not, not in an arrogant way. But just in a knowing way, like knowing, like, no, I see what's out there. I know how good I am. Them: I mean, I know that. I think I just am like, it can always be better. Me: And that, with that single thought, Nikki, what does that, what belief does that continue to support? Them: The same one. Me: Which is what? Them: That no matter what I do, it's not good enough. Me: 100%. When your mentality is like, yeah, but it could be better because what I'm doing isn't good enough. There's always, you know, almost always areas of improvement. Sure. But that doesn't mean that we can't stand here in this moment and have certainty with how good we are. Because what is good enough? What has to happen for it to be good enough that you could take that weight off of your shoulders? Them: I don't know, because I think I keep just raising the bar. Me: Well, because it supports the belief. Do you see how having that belief running, everything you're doing is reinforcing that? Because what would happen in your life if all of a sudden you were good enough? Them: I don't know, I could breathe. Me: Yeah. You could fucking relax. The weight would lift. The pressure. Now that pressure has, has provided a lot of positive in your life, a lot of benefit. And now it's gotten to the point where it feels like it's creating more negative energy than it is positive energy for you anymore. That energy can drive you to accomplish significant things. But if that's the same thing driving you for a long time, it will eventually beat you down. What do you think the next step is out of this? Them: That I don't know. I think it's just like Continuing to challenge that thinking when it comes up. Me: Can I recruit Kelly to help with this? Them: Sure. Me: So here's my ask, Kelly, and I talked to Nikki about this briefly last night. Feel free to negotiate, say no, whatever you want. Can I share with Kelly what I asked you to do last night? Them: Yeah. Me: So I'm Can I give context? Them: Yeah. Me: Nikki in moments has a tendency to be a little anxious around certain things. I don't know if you've ever noticed it before. But sometimes the fear can come online. And just like any human, when we— when that fear gets activated, like, it puts you into a state of urgency. Them: Mm-hmm. Me: And then that urgency gets projected in, in things like, we need to make a decision, we need to go check this, what about this, what if this goes wrong? And like, you feel that urgency. And when somebody's in that, that state, that frequency, it projects to everybody in the room. And if they're in that long enough, consistently enough, it can tend to start making everybody else anxious. And so what we kind of landed on yesterday as a suggestion— I don't— you and I haven't solidified this as, uh, as an actual thing you'll do, but my recommendation was to to talk to Ryan and to you first because you guys are the 2 closest people to her. And for the 2 of you to no longer allow her to entertain these negative, fearful thoughts and stories. Like, if you— if she comes in and it's— let's say you guys were You find a spot that you like. And you put in your offer and then they pick somebody else. And then she comes in and it's like, oh my gosh, we lost the offer. What are we going to do? Like, oh my God, like, what if the place closes? Like, no, Nikki, stop. Stop. What's the positive in this scenario? Where's the opportunity? In inviting her to shift. From the focal point that's reinforcing. Part of what you're seeing here. Part of it comes from, you know, her history. But helping her in those moments. To redirect her focus. To something that's actually going to support the moment. That's not a disregard of her fear. It's not making it insignificant in any way. It's, I see that you're afraid. And let's focus on something that doesn't feel so scary. And even if it's subtle. It's, I just don't know if I'm really having an impact on this team. I don't know if what I'm doing is helping in any way. And it's like, pause. Give me 3 examples of something that you've done with a team member that you know have had positive impact. And you're retraining the brain at that point. At first, it might— you might be like, I can't think of a single thing. And you're over here like, I can name 10 right now that's happened today. And that's because the way that she thinks is trained. She's trained her way to think a certain way, and we're retraining it. And so there's just going to have to be this constant redirection for a while. Until it starts to become a little more natural. But if we can cut off the 2 main pathways that she's been allowed to, to continue to go down with you and Ryan, and you You guys just lovingly and gently bring her back to the person that you know that she is and what you actually see. That can be a huge catalyst. To her making the shift. That I believe you're wanting to make. Mm-hmm. Is that true, Nikki? Them: Yeah. Me: And they could be playful. Right? It doesn't need to be like serious or like deeply vulnerable, you know? If it's like, ah, ah, ah, ah, ah, you're doing it. God damn it. Well, now you gotta say 3 positive things. Fuck. Right? Doesn't need to be— it can be light. Right? It can be light. It's just the, the reactivity got triggered and we're just redirecting it. Something feels unsafe. And you're just reminding her it's safe. Is that something you're open to, Kelly? Not open to? You'd like to have some sort of terms around it? Does it feel simple? Does it feel complicated? Them: No, I think it feels simple. My fear is that Not every time I would do it. I just feel like there may be certain times where she might get mad at me. Me: Why? What do you think would cause the anger? Them: Maybe just That she's like just so, um, like consumed by whatever is happening to her at that moment that She might just I don't know if I say like What was the first thing you said? To say. Me: Stop. Them: Because that kind of, that kind of worried me. Yeah, where you were like, stop, stop, stop, stop, stop. Like, I feel like she's gonna be like What the fuck? Me: Well, you think about it because what's happening in that moment is there's an expression of emotion happening. And it's coming through the vehicle of words. Them: Mm-hmm. Me: And if you think about it of like an energetic exchange and you're standing in front of somebody and they're coming at you with that energy, instead of it just being conversation, you may Imagine like they're just fire hosing this energy onto you and you're just getting blasted by it, like, whoa, this is really intense. Them: Mm-hmm. Mm-hmm. Me: It's not intentional. They're having a big experience and they're trying to find a way to navigate it. And what we're doing is like, how do we soften what's happening right here? And then redirect it. Into something that can actually shift the whole frequency of it. And it's not like you need to be like hard-nosed about it, like she can't ever express anything, but when you notice it, Also include the other energy. That's great. I get this is scary. This sucks. We love that spot. It feels like we're starting over. I see how scary this is. Can you also tell me what the opportunity available here is? Can you give me a couple of like good reasons why this happened to us? And maybe it's like, maybe the landlord would've ended up being a fucking nightmare. And we had no idea. And we just saved ourselves 5 years of like crazy stress. Them: Mm-hmm. Me: And we just don't know that. Them: Mm-hmm. Me: Right? Maybe the building gets flooded a year from now and all the businesses get shut down for 6 months while everything needs to be redone. Don't know. Right? But for whatever reason, that wasn't meant to be your guys' path. So it's like, yeah, like listen, support. At the very least. Don't let it just be that. Like help her redirect. And then you're intelligent enough to discern how to navigate those moments, right? What comes up for you as I described all that, Nikki? Them: Um, that I'm crazy and need an intervention. There was a lot of vulnerability in that. Me: Yeah, I appreciate you being open to it. I was doing my best to navigate that as, as Just as skillfully as I could. Is there anything that feels untrue about it? Is there anything that feels misrepresented? Them: No, I feel like that's the experience that I've been having is just like these like racing thoughts. Me: Mm-hmm. Them: And panic. Me: Yeah. Yeah. Is there anything else you want to say about that? Anything else you want me to speak into, or does it feel complete? Them: No, I think that's complete. Me: Anything you want to say? Or does that feel complete? Them: I have some things that I jotted down before. Me: Yeah. Them: That I want to say. Not about the intervention thing, but when she was talking earlier about like not being able to go off the floor and stuff. Me: Mm-hmm. Them: Um, when you said you feel like You can't. Step back and like work in the business. We literally just got back from an event where they were trying to empower us to do that. But also, you're the fucking owner. You can literally be like, I'm not working behind the chair anymore. And that's it. And The team just has to accept that. Like, you're the fucking boss. Number one. I don't think it's a team thing for me also. Me: It's Kelly thing. Them: What? Me: Is it just how Kelly would respond to it? Them: I don't even think it's— I think it's more so like, I'm like, if I'm not behind the chair, how am I? Like, I don't deserve to pay myself. If I'm not contributing to that. Me: Mm-hmm. Them: Especially with like how profit looks. Me: Yeah, I get that. Them: Also, if you were to completely step back from behind the chair, most of your clients would go to the other staff members. And that revenue would still be coming in. Also, there are businesses where the owners don't work in the business at all and they still pay themselves. And they never work in the business. They just own it and they keep paying themselves. But anyway, I'm gonna move on to the next point that I wrote down. Me: I just want to like double down on what Kelly just said, because that's such a valuable perspective is if you step back, your clients are just going to go to the other team members and the revenue is not leaving the salon. Them: Yeah, it's just like when we're bringing people in though, that's like, I don't know. Me: Don't, don't. Them: We don't have to pay half of that to someone else. I mean, I feel like half of it's still going. To someone else. Anyway, like bills and Me: Do you see how that— do you see how your reasoning there, Nikki, supports the, the old narrative? Them: Yes. Me: Like we're, we're, we're, we're giving you examples of how you can pull back and then you're coming back with the examples of why you can't. Them: Yes. Also, if we're trying to grow the team, I feel like we need to have that time where We're able to teach them technical skills, teach them communication skills so that Our clients, when they transition to them, feel like they're just getting like another version of us. And I feel like that would be a good way to track Like how well We're growing the team. So I think I have a proposal if we gradually work our way down. Behind the chair, like hours behind the chair, and then we just keep tracking revenue, then like every time we hit a milestone, then we can like take more time away from behind the chair. If you want to do it slowly so it's not like a panic. Yeah, I like that idea. Because I was just hearing that like you're worried that if we do that, like revenue is just going to drop. So I feel like tracking it would be like where we— and another thing is this year we've made so many decisions, hard decisions where we were like, this is going to impact the business negatively. And we still did them and look what's going on. Like we're growing. More than ever. The team's growing more than ever. Like each individual. Stylist is growing more than ever and we're growing the team. With like really good people. I just feel like all of the decisions we have made where we were like super anxious, nervous about them. Have. Been like the greatest decisions. And I have one more thing. Me: Let me just add one thing to what Kelly said because Them: Okay. Me: If everything is growing more than it ever has, it, it's going to hit a ceiling and that ceiling is going to be your capacity to continue growing that team. And the more you're behind the chair, the less time your team gets, the less time your business gets. And so that's going to be the limitation. And you guys work where people are booking. Traditionally 6 to 12 weeks out. And so if you get to a point where it's like, wow, our business is trying to grow and it can't because of us. You have a 3-month wait. That you have to slowly pull your schedule back before you can create that more time. That time. And so it's like whatever you, whatever we're planning today doesn't hit your schedule until for 3 more months. So we don't want to wait until it's like, okay, now's the time, because now you got a 3-month wait. It's like, okay, it feels like the time's coming. Let's, let's bet on ourselves. Let's bet on ourselves. Because that's what you're doing, right? Some might say it. I've said this. For like the last 10 years of my life. When it comes down to the only bet to make is the bet on myself, I make that bet 100% of the fucking time. Do you have that same belief in yourself? Them: I mean, yeah. Me: Okay. Thank you. Kelly, what was your next point? Them: Um, basically what you just said. That we have like. There's so many things that we need to do, like every time. We have a meeting. Like Nikki and I specifically, there's so many things that we discuss, like trainings. The vibe checks with the team. Just like important things that need to be done. On the backend. As owners. To grow the team. That we like can't do because we're so fucking stressed out all the time that we don't have enough time to get everything done. And really, like, the Like, we're maxed out with like how much we can bring in anyway. The only way we're going to bring revenue up and bring profit up is to grow the team. It's not like banking on us right now. Me: What do you bring in on average on a week? Nikki. Them: I think it's between $1,500 and $2,000 on average. Me: Kelly said. If you took— if we looked at A 3-1 rotation. You work 3 weeks, you take 1 week off. That week's for vibe checks, all business stuff. You're still in the salon, you're still there the same amount of time. You're just focusing your energy on different things. Any clients that you can't take Is 90% are going to stay, if not 100%, are just going to stay in the salon and go to another stylist. You're still on the floor in the salon, so you can observe and make sure everybody's happy and, you know, everything's going well. But now you get to have this whole new experience inside of your business. Is that some— is that a leap that you're willing to make? Them: Yeah, what I want to do is be there, not behind the chair, able to like maybe not even do like the admin stuff I have to do, but like create content, support I feel like whenever I'm there behind the chair, it's like draining me so much. Because it's like in between, this one is like coming to me with a serious problem they have. And then I don't want to be in the salon. On the days that I'm not behind the chair because of that. Me: Yeah. Them: Like, I'm like, I need to get shit done. I can't have everyone like coming to me. I'm going to be home working. Me: I mean, you could, you could do your best to, to try to, to do that, you know. It's like trying to get Claude to write in your voice, you know. Like, it will work sometimes, but it's usually a fucking battle. Them: That's not where I want to be. What do you mean? Me: You're, you're the leader of the team, you know, like they're, they're just gonna want— they're gonna come to you. They're gonna ask you questions. Them: Yeah, it's just like when, when I am behind the chair though, usually my clients are also coming to me with really deep shit. And it's like I'm holding that and then it's also this. Me: Yeah. Them: And then I also, when I'm, if I'm like half-assing both of those things, that is also when the fear comes in and I start to spiral in my head while I'm behind the chair thinking I should be handling this, but I'm here right now physically and cannot move from this. Me: Yeah. Them: And it's like draining the life out of me. Me: Yeah. I think you and I can dive into that next week and look at some, some ways to address that that makes sense. Them: Yeah. Me: Yeah. Well, my invitation to you would be to look at your calendar. And at the very latest, And notice what happens. Notice what your initial response is when I say this. Them: No. Me: The latest is that we start this 3-1 rotation in January, if not sooner. Them: Okay. Okay. Me: Just notice if anything pops in your minds of all the reasons why you can't do that, that won't work, or somebody's already booked at this time. Them: It's mostly someone's probably booked. Me: Yeah, so maybe that means you rearrange your schedule. Have some conversation. It's plenty. If you do January, that's 4 months away. People can make arrangements. And then I want you to sit with, tell me all the things that you get to do in your business that week. That you don't get to do because being behind the chair is just disruption. For you. Pulls you out of whatever you're building, right? The momentum of this gets the— you get detached from that because now you got to shift into this role. And you have this role, this role, this role, this role. If you could just be in that role for an entire week, Start. your mind thinking about what are all the things that get— that you start to get done. What's the experience that you get to have in your business because of this? And then when we talk next week, I want you to share with me what comes up for you around exploring that for a little while. And then we'll set it. Them: Okay. Me: We'll make it happen. Are you okay if she does that schedule, Kelly? Them: Yeah. Me: Okay. Well, Nick, I appreciate your openness to this conversation. I know there was some, probably some moments of intense vulnerability there. I think Kelly and I are just both coming from a place of love for you because we care about you. Them: I know. Me: Yeah. Okay. Well, take a little time to yourself for a little bit. You know, if it's just a drive to work or whatever you're doing today, just let everything ground. Them: Oh yeah, I'm having dinner with someone who I think wants a job. Oh yeah. Me: Exciting. Them: Mm-hmm. Me: Okay. Well, does that feel complete for you guys? Them: Cool. Yep. Me: Okay. All right, well, send me voice memos as things come up. Good. Them: Okay, okay. Me: It was a good one. Them: All right. Me: All right, enjoy your day. I'll talk to you guys soon. Bye. Them: Okay, bye.