“I feel like I can learn from everybody I meet. And I allow my management, my employees, everybody to be involved with a lot of the decision making that we do,” shares Lisa Furilla, owner of Practically Perfect Day Spa and Salon. Today, Lisa joins co-hosts Matt and Dan to set an action plan for how to navigate the obstacles she is facing with opening a med spa addition to her business..
Lisa has been in business for nearly 13 years and attributes her success to employee management and having a fantastic trib...
“I feel like I can learn from everybody I meet. And I allow my management, my employees, everybody to be involved with a lot of the decision making that we do,” shares Lisa Furilla, owner of Practically Perfect Day Spa and Salon. Today, Lisa joins co-hosts Matt and Dan to set an action plan for how to navigate the obstacles she is facing with opening a med spa addition to her business..
Lisa has been in business for nearly 13 years and attributes her success to employee management and having a fantastic tribe, many of whom have been with her for more than 10 years. She has a strong passion for her employees and explains that one of her main obstacles is handling those employees who are not aligned with her vision for the business. Since Lisa does not have her vision and core values written down and clarified, it is currently not scalable and difficult to enforce. Additionally, she struggles with ensuring that her employees are following all processes properly and adhering to every safety standard. Doing this sometimes causes Lisa to feel like she is micromanaging. Dan explains that in actuality she is micromanaging the processes, not the employees because safety is a huge requirement for the beauty industry. In order for Lisa to successfully open the med spa, she will need to write out her vision and incorporate her values into an everyday shared ethos, so that those values and their aligned behaviors can be scaled and be present even when she is not.
Next Actions
• Write out the vision. Get those ideas, dreams, and values well-documented. That clarifies it for you, for your team, and then provides you with a mechanism to help correct that behavior or departure from your intended vision or values. And then it also has the potential to become scalable.
• Micromanaging the processes as the new business gets underway, so you can avoid the compulsion to micromanage the people.
• Keep the Values alive by incorporating them into everyday ethos and conversations, so they are not merely forgotten platitudes.
Quotes
• “It's never been about money for me. It's always been about just enjoying the people around me. I think that makes a big difference.” (5:12-5:22 | Lisa)
• “The beauty industry is constantly changing, and there's always something new out there. So just never getting stuck in your ways, always knowing you have to grow, I think that's kind of what sets us apart.” (5:32-5:45 | Lisa)
• “I feel like I can learn from everybody I meet. And I allow my management, my employees, and everybody to be involved with a lot of the decision making that we do.” (10:56-11:09 | Lisa)
• “You could bring me in a gazillion dollars, but if you are messing up the whole morale of the place, you’ve got to go.” (14:11-14:18 | Lisa)
• “I want people to feel at ease around everyone that works in our place. Your attitude and the way you present yourself is a big deal.” (24:17-24:29 | Lisa)
• “There might be some room to micromanage the processes, so you don't have to micromanage the people, right? If you can be really precise in all the protocols and safety measures and hygienic and aesthetic, and those processes are so meticulously crafted, people won't feel micromanaged as much as the processes are being micromanaged, again, out of necessity, because of the nature of what your industry is.” (36:58-37:26 | Dan)
Links
www.Practicallyperfectdayspa.com https://linktr.ee/practicallyperfectdayspa?fbclid=PAAaaIv5bQdfzYnIrLObYFUoc-,
clearingobstacles.com
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