Pulse March / April 2018 - Page 71

The second day in the gym isn’t quite as exciting, but it’s still new. Your trainer is becoming a little more demanding, and the second workout kicks your butt even worse than the first. You can barely walk afterward, but you remind yourself that you’ve made a commitment. The third day isn’t quite so fun. Your body hurts. And your trainer? You’ve just about had enough of this individual. On this day, when you most need it, you least want to be pushed, prodded and yelled at. About 10 minutes in, you consider firing her. “What separates the professional from the amateur is how well you push yourself to show up, fully, on the third day.” The third day is the day, or any day, when you don’t feel like putting forth a full effort. Maybe you think you can’t. Maybe you’ve been working every day for the last month. Maybe business isn’t going great. Maybe you got some bad news the day before. Whatever the reason, you have just cause to take your foot off the gas today. What separates the professional from the amateur is how well you push yourself to show up, fully on the third day. The third day doesn’t need to be a third consecutive day of anything. You can have a whole week, month or even a year straight of third days. One phone call or client conversation can be a third day. What separates the true pros from the pretenders is how much you bring to the job that day. P: How can leaders set the tone of discipline for their teams? B: Before basketball, I worked 15 different jobs. At the start of every job, I did what all humans do naturally: looked around at what other s were doing and how they did it and accepted that as the standard I had to live up to. Those standards varied greatly, and thus, so did my effort at each job. If you look around at the people you work with, you’ll see the same phenomenon in action. We don’t do what we’re told, but what we see. The examples being set consistently, good or bad, are what people pick up on and, for the most part, stick to. As a leader, you must understand that you’re being watched and mimicked, even when you think you’re not. P: Speaking of leaders, how can business leaders encourage job satisfaction among their employees? B: Most people who find satisfaction at work aren’t getting it solely from their paycheck. The most satisfied workers feel good about their work because they’re contributing; they’re doing something that matters for people who matter. Great leaders make sure their people know this. Have you ever been to a business where an employee was clearly just counting down the seconds until it was time to leave? Have you ever been to a business where the staff seemed more annoyed than excited by the presence of a paying customer? I guarantee that all those workers looked at their jobs as something to be endured rather than something they could contribute to. You must ensure they know the work they’re doing is contributing to the well-being of everyone: customers and employees—not just the bottom line. P: It seems employee retention and engagement are two of the biggest topics in the business world today. How do you recommend spa industry leaders find and keep the best of the best? B: If you want a staff who follows and raises the standard of performance at your workplace, a team who doesn’t need to be watched over and micromanaged, pick the right people to begin with. Don’t waste time trying to turn frogs into princes. Hire for the traits most important to you and teach the rest. n March/April 2018 ■ PULSE 67