Simon Shaw is co-founder and past director of international award-winning salon group, Haringtons. He’s spent 44 years in the industry and over 35 years creating salon culture, focusing on developing people and providing top customer service. A source of creative leadership with a proven talent coaching both teams and individuals to success, he passionately believes that people are key to every successful business.
In his guise as Simon Shaw Education, he teaches for L’Oreal both in the UK and abroad, as well as privately for individual salons. Simon is a mentor for L’Oreal’s ID artist programme and Chairperson of the Fellowship for British Hairdressing and his clients include artistic and management teams at Trevor Sorbie, Charles Worthington, Rush, Headmasters, Charles & Karen Dodds, Daniel Galvin and more.
We’ll be quizzing Simon for his expert tips on a host of topics, starting here with his top 5 for staff motivation…
“Motivation is one of the hottest topics I get asked about when I’m consulting with salons. It’s a complex issue so I’ll aim to keep it simple.
1. Everyone is motivated by money at some stage, we all need to live after all, and this is especially true as people progress in their career – once people take on commitments then earning money can be motivation enough. It can be very de-motivating when your pay structure isn’t clear. So, make it fair and consistent, i.e. a basic then commission on top, this means everyone has the same opportunity to earn. It’s also a natural selection process – the people who put energy and skill into their clients will take the biggest rewards. Publish client and total turnover figures weekly and remember to include retail takings. This is a good way of opening up conversations with people who are struggling; create a buddy system so the top takers mentor those that need to grow their clientele. What is it the strong people do that can be passed on?
2. Training for younger members of staff can be key to why they choose to come to you and why they choose to stay. Often trainees are at home with their parents so providing for themselves isn’t the issue it is for older staff. Make your training the best it can be, get it recognised, enter awards for your training provision. Find out who’s most motivated by doing the training, then put them in charge.
Make sure you as salon owner know where each person is at with their training. Let them know you know. Taking an interest in your team can be the most motivating thing you do.
3. I’m a big believer in individual and team goals, it takes time but sitting with each team member at the start of the year and then reviewing progress three or four times during the year, is the most effective way of improving performance. Collaborate rather than impose, the majority of people will own and achieve a goal that they have been involved in setting, so coach them to set their own targets. Don’t let them off the hook, the skill is to help them see they can progress and achieve more than they believe they can. Be honest and direct, tell them where they need to improve and what they are doing well at. Remember it’s not all about takings – being a good team member is important.
At the start of each year get the whole team together, review the last year’s performance, celebrate success, include trainee of the year, receptionist of the year, biggest improver of the year, as well as all the usual awards. Move on to work with the whole team – it’s your role to facilitate a conversation that helps to set the salon’s goals for next year. This can include competitions and awards that are going to be entered, it can also include a whole salon turnover target, with a team reward. Make sure everyone down to your cleaner knows what part they can play in achieving the target.
4. Make your salon more than a salon.
I believe most people are motivated when they feel like they belong to a community, so get your salon involved in its community, do charity shows, develop links with your local schools and sponsor a reading scheme, form an action group with other businesses in your area, put on joint ventures for clients with complementary suppliers. Organise Christmas shopping evenings, or a summer street party. Donate some time to those less fortunate.
Most communities and organisations have traditions and celebrations that define them, so what are yours? Celebrate birthdays, celebrate when someone qualifies or when someone hits a 1, 2, 3, 10-year milestone. Celebrate children being born.
Do biscuit day each week, where a different team member brings in some biscuits or cakes. Have a summer party in the park with everyone supplying some food.
Most of all we are all unique and we all need the L.U.V factor
We all want to be listened to
We all want to be understood
We all want to be valued