Ep. 59 - {Part 2/3} Is Your Team Set Up to Succeed?
You had the conversation. Your team member nodded and agreed. They seemed genuinely motivated.
And then two weeks later, nothing changed.
Everything is exactly the same.
If this sounds familiar, you're not alone. I've been there too.
Here's what's usually happening: the conversation was real. Your intention was real. But what came after the conversation was vague. You hoped the conversation itself would be enough to create momentum. But it wasn't.
Not because your team member doesn't care. Not because you don't care. But because a conversation without structure is just a conversation.
It doesn't create accountability. It doesn't create clarity. And it definitely doesn't give your employee a roadmap to follow.
Today, we're building the structure that actually makes a reset stick.
Consistency, Not Intensity
The check-in structure is what separates a reset that actually works from one that quietly dies after a few weeks.
And the key is consistency, not intensity.
You don't need marathon check-in sessions. You don't need to hover like a micromanager. (Honestly, who has time for that?)
What you do need is a predictable, regular rhythm of communication that keeps expectations top of mind and gives both of you a chance to course correct if you need to.
The Check-In Structure That Works
Here's what I recommend for a 90-day reset:
Weekly check-ins for the first month. 15 to 20 minutes max.
And just to be clear: this is not a performance review. These are working conversations.
What to Ask During Check-Ins
What worked well for you this week?
Where did you run into friction?
What do your numbers look like?
Your employee should have access to their numbers. And you should come prepared with numbers to show them too.
For example: "Last week you were here. This week, you're in a better place. Or if the numbers are the same or worse, let's troubleshoot together and figure out why."
Maybe a client canceled last minute. Maybe there was a scheduling issue. These are things you can talk through together to figure out what's going on and how to fix it.
The key is: this is an us problem, not a me versus you problem.
At the end of the conversation, ask: "What do you need from me to feel supported in this?"
Never Compare to Other Team Members
While you're having these conversations, please do not compare the team member in front of you to any other team member.
We only want to be better than our past selves.
If your employee needs to tweak how they're checking people out at the end of a service so they can rebook them, work through that together. Maybe they're worried it will feel "salesy." Reframe their thinking.
"Wouldn't you want this client to continue getting fantastic results? Rebooking isn't selfish. It's about wanting the best for your clients."
These conversations matter. And they matter more when you're celebrating the progress too.
Document Everything
Every conversation gets documented. Not in a heavy bureaucratic way, but in a simple running log:
Date discussed
What was discussed
Progress noted
Next action steps
This documentation protects both of you. It creates a record that the process happened and that support was provided.
The 30-Day and 60-Day Reviews
At the 30-day and 60-day marks, do a slightly deeper review. Look at the full picture:
What's improving?
What's still inconsistent?
Are there any patterns emerging that need to be addressed?
This really helps show your team member their own progress. And it's structured in a way that's genuinely motivating.
Protect Your Check-Ins
Check-ins cannot be randomly canceled unless it's absolutely necessary. And even then, they need to be rescheduled. You cannot manage what is not measured.
Every time a check-in gets canceled or skipped, you're sending an unintentional message: the reset isn't serious.Your team member takes their cues from you. You are the expectation.
Before you leave that first conversation, put everything on the calendar. Block 30 minutes—either 30 minutes before they start their day or 30 minutes at the end, whatever's more convenient for you.
Put it on both your calendars. Now you both know: this needs to be done. It's important.
Your Role as a Leader Is Active, Not Passive
Here's the part that surprises most spa owners: the accountability isn't just on your team member. It's on you too.
If you do not show up consistently as a leader, this reset will not work, no matter how motivated your team member is.
Your responsibility as a leader looks like:
1. Follow Through on Support
If you said you would provide additional training, provide it. If you said you would give feedback on client consultations, do it. If you committed to weekly check-ins, show up prepared and present.
It's not something you get too busy for.
2. Give Real-Time Feedback
Don't stockpile feedback for the weekly check-in. If something happens on the floor that's relevant to the reset, address it in the moment.
Stay calm, brief, constructive, and kind. Don't yell across the spa. But do address it.
Timely feedback is much more useful and much better received than a big dump of feedback all at once.
3. Celebrate Genuine Progress
When you see your employee doing the things you discussed, celebrate it. Give them a high five.
When they hit a goal or improve a metric or demonstrate that they're trying, acknowledge it specifically and out loud.
"I noticed you handled that situation with a client completely different than you would have a month ago. That's exactly what I was hoping to see. I'm so happy for you."
Then ask: "How do you feel?"
This specific recognition is fuel. It tells them their work is being seen and that it makes a difference.
4. Stay Calm, Regulated, and Steady
There will be weeks that feel like progress is sliding backwards. And there will be weeks where you're seeing improvement.
Stay calm and consistent and professional through all of it. That's what leadership requires.
Your Personal Commitment
Write down two or three things you're personally committing to as a leader during this reset.
Not what you expect from your team member. That's what you did last week.
This is: what are YOU committing to?
And it needs to be just as specific as the expectation you set for them.
The Bottom Line
When you show up in this way, two things happen:
Your team member has the best possible chance of genuine success
Regardless of how the reset ends, you can say with complete confidence that you gave this person every opportunity to grow
Be consistent. Build your check-in structure before you start. Protect those check-ins on the calendar. Come prepared and present.
And remember: your role in this process is active. It's not just supervisory. You're leading. That's what makes a reset stick.
In Part 3 next week, we're wrapping up this series. We'll talk about what happens at the end of the 90 days, how to recognize genuine improvement versus short-term performance, and how to close the reset cleanly and professionally, whether it ends with a win, an extension, or a separation.
If you're ready to implement this structure in your spa and lead your team with consistency and clarity, let's talk.
