Ep. 13 - Back But Different: Rebuilding Your Business Around the Life You Actually Want
I'm so excited for today's conversation. This is something I've wanted to talk about for quite some time because it can be very difficult to have difficult conversations with your team members.
When it comes to leadership, that also means having tough conversations. Let's be real—no one likes to have a difficult conversation with an employee, but avoiding it will make it so much worse.
I'm going to teach you how to navigate any awkward or challenging conversation with confidence, whether it's about performance issues, client complaints, or general team conflicts. These are all very normal things. We're human and we can have really constructive, respectful, compassionate conversations with each other.
Why Avoiding the Conversation Actually Hurts Your Business
How does NOT having these tough conversations hurt your business?
Unaddressed problems grow into bigger issues. You should not try to grow or scale your business if there are already cracks and leaks in it.
Your best employees could leave. They're seeing this bad behavior go unchecked and they don't want to put up with that.
Clients notice the tension. Unfortunately, clients DO notice tension between staff and can start to lose trust in your spa.
Don't hope that an issue will just resolve itself. It won't. If something feels off, you have to address it.
How to Have These Conversations
Step 1: Prepare for the Conversation
Be clear about the issue and what needs to change
Gather facts, not feelings. Have specific examples ready
Stay professional. Stay respectful
Check yourself first. Is this really a business issue, or is this a personal thing you need to sort out?
Ask yourself before you have this conversation:
What is the goal of this conversation?
What outcome do I want?
How can I guide this team member towards a solution where we both win?
Avoid going in without a plan. It just leads to an unproductive discussion.
Step 2: Deliver the Message With Confidence
Get to the point quickly. Don't sugarcoat anything
Use "I" statements to avoid sounding accusatory
Stay calm and neutral (Take emotions out of it, but don't take too much emotion out)
The Wrong Way:
Let's say somebody is showing up late for work. The wrong way to handle this is to do it in front of others and say, "You're always late and it's unprofessional."
The Better Way:
"Hey, I've noticed you've been arriving late. I want to understand what's going on and how I can support you. What do you need from me?"
Or even just: "Hey, I'm noticing you're late. Is everything okay? It's not like you to be late."
Be compassionate, be human, but also don't sugarcoat it. Be clear and direct.
Step 3: Focus on Solutions, Not Problems
One of my biggest pet peeves is if an employee comes to me and just puts a problem on my plate without providing any kind of solution or constructive, proactive teamwork.
When you present the issue to your employee:
Ask for their input
Let them share their perspective
Offer clear next steps to correct the issue
Follow up with a written plan so expectations are clear
Remember, they are human too and they have their perspective as well.
Real Example: Addressing a Client Complaint
This typically happens right when someone joins your team, especially if I hired them straight out of school.
Acknowledge the issue: "Hey, I just want to talk to you about some feedback we got from a client."
Explain the problem: "This is great feedback because it's going to show us the opportunity for improvement."
Offer a solution: "This is what we can do to avoid this in the future. This is what you want to look for, questions you want to ask the client."
Avoid dwelling on the issue and instead focus on how to nip it in the bud and fix it right then and there.
What If They Reject the Feedback?
If the employee does not look at this as an opportunity for growth and instead decides it's not something they want to accept or improve on, that is a different issue. That might not be something you want on your team.
When you're wanting to build and grow a business, that means the employee must also want to build and grow themselves.
You're Not There to Punish Them
This will show your team that you're not just there to punish them. You're not there to shake your finger at them and say, "You're bad."
I think reassuring them, being compassionate, and showing them time and time again, "Hey, I'm here to support you. I want us to grow together. How can we do this?"
It's not me, me, me or you, you, you. It's "How are we going to get through this together?"
When they see, "Hey, I'm on your side, I'm not against you," that is huge. You get a more human experience from that, which is so much better than using fear as your tactic.
Your Next Step
Write down three difficult conversations you've been avoiding. When those things pop up, take note of them. Recognize what's happening and don't put it off. Don't let it fester.
Use this framework to address those issues so they dissolve faster than they came up.
Need help navigating employee issues?
Fill out this intake form to book a discovery call with me. I've heard so many different things and we can absolutely strategize together on how to get through this.
