Pulse March / April 2018 - Page 41

People who work hard crave being around other people who work hard. It is the spa managers’ responsibility to be unapologetically selective about who they allow to work on the team. They must also be intolerant of any glimmer of apathy. The good news is that apathy is fairly easy to spot. Anyone can see it. In fact, if the guests can notice an apathetic employee, then the managers can as well. And if an apathetic employee is allowed to quit and stay, then that says more about the manager than it does the employee. Help People stay and Thrive Three words: cultivate positive relation- ships. Period. In other words, get close to your people. Many managers are taught, “Do not get too close to your people,” and “You need to know where to draw the line.” This approach dimin- ishes your ability to motivate and retain your top performers. Managers who are close to their people can ask for more effort and better results. taKEaWay: The closer your relationship is with someone, the easier it is to influence that person “In a spa, there is no room for apathy. not towards one’s role, the guests or the spa overall.” respect when you decide not to do your job as a manager. But, if you are too close to that employee, you might avoid giving disci- pline. Here’s a question: if you have spinach in your teeth, who is most likely to tell you? Someone you are close with or someone with whom you have a distant relationship? Exactly. taKEaWay: The closer you are to information. Dopamine (the pleasure hormone) wears off after only a couple of hours, but cortisol (stress hormone) can last up to 24 hours. That is also why it takes multiple positive experi- ences to make up for a negative one. taKEaWay: Begin every meeting by asking each person to briefly mention a recent success or high point they’ve had. Make this a habit. No exceptions. someone, and the more you care about them, the more willing you are to have difficult and unpleasant conversations. sustain the Momentum Of all the responsibilities a manager must focus on, building a positive management culture is paramount. Specifically, promote a culture of recog- nition and appreciation. Our brain’s natural wiring tends to give more weight to negative information than to positive In the end, I am convinced that no one begins a job with the intent to quit and stay. Team members yearn to be a part of a successful group that is engaging and delivers a world-class service experience. However, it is also easy to unintentionally demotivate and snatch the zeal from your most engaged employees. Today, make a leadership commitment to expect, model and talk about excellence every day. Then watch your team stay, thrive and soar to new heights. n to change his/her behavior. But, what if people accuse you of having favorites? Here is the reality: You have favorites now. It is human nature. You have better chemistry with some employees than others. Furthermore, your employees already know