Thinning Hair - Stylist and Salon Newspapers
Thinning Hair - Stylist and Salon Newspapers
Thinning Hair - Stylist and Salon Newspapers
You also want an ePaper? Increase the reach of your titles
YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.
<strong>Salon</strong> Services & Supplies Exp<strong>and</strong>s<br />
with Two New Showrooms<br />
<strong>Salon</strong> Services & Supplies, based in Seattle, Washington, recently exp<strong>and</strong>ed with two<br />
new showroom locations for licensed hair <strong>and</strong> skin professionals in Eugene <strong>and</strong> Kennewick.<br />
<strong>Salon</strong> Services & Supplies has been serving licensed salon <strong>and</strong> spa professionals since<br />
1980, with numerous showrooms located throughout Washington, Oregon, Idaho <strong>and</strong><br />
Utah. Showrooms offer stylists a boutique professional environment with top-notch service<br />
for quick <strong>and</strong> easy product <strong>and</strong> supply shopping trips.<br />
The Eugene <strong>and</strong> Kennewick locations both feature 1,100 square feet of shopping <strong>and</strong><br />
educational event space, easy freeway access, ample parking <strong>and</strong> a spacious classroom area.<br />
“We are excited to be exp<strong>and</strong>ing our showrooms by adding these new locations in<br />
Eugene <strong>and</strong> Central Washington,” says Sydney Berry, owner of <strong>Salon</strong> Services & Supplies.<br />
“Our clients have told us they want a physical location – which we are excited to deliver<br />
with these beautiful new locations!”<br />
<strong>Salon</strong> Services & Supplies was founded by hair designers in 1980, with the goal of<br />
creating more than just a distribution center – but to be a resource for professionals, work<br />
to facilitate opportunities for education <strong>and</strong> to strengthen industry st<strong>and</strong>ards by encouraging<br />
personal mastery. Find out more at www.salonservicesnw.com<br />
Instructor<br />
Master<br />
Designer<br />
Classes<br />
designed for licensed<br />
professionals like you who<br />
want to take their skills<br />
to a new level!<br />
Approved for continuing ed by the<br />
Oregon Department of Education.<br />
Call now for start dates:<br />
503-226-1427<br />
www.beaumondecollege.com<br />
admissions@beaumondecollege.com<br />
10 | OCTOBER 2010 | NORTHWEST STYLIST & SALON<br />
beau monde<br />
College of <strong>Hair</strong> Design<br />
1221 SW 12th Ave.<br />
Portl<strong>and</strong>, Oregon 97205<br />
503-226-1427<br />
FAX-503-241-2823<br />
Financial Aid for those who quality. Institutional<br />
scholarships <strong>and</strong> Ace grants available to those who qualify.<br />
Master<br />
Designer<br />
Classes<br />
Instructor Training Program<br />
Women’s Cutting Level 1, 2, <strong>and</strong> 3<br />
Men’s Cutting/Clipper<br />
Multi Cultural <strong>Hair</strong><br />
Cutting <strong>and</strong> Finishing<br />
Perming/ Texturizing<br />
<strong>Hair</strong> Coloring Level 1, 2, <strong>and</strong> 3<br />
Long <strong>Hair</strong> Design Level 1 <strong>and</strong> 2<br />
<strong>Hair</strong> Additions Level 1 <strong>and</strong> 2<br />
Looking for<br />
Teachers to Join<br />
Our Team! Call<br />
(503) 226-1427 for<br />
more information.<br />
Square Peg, Round Hole Trap<br />
Better Business<br />
Neil Ducoff<br />
The conversation often sounds like this:<br />
“He knows what to do, so why can’t he just<br />
do it?” You’ve said it. I’ve said it.<br />
Leaders are notorious for falling into the<br />
quagmire of misreading what an individual<br />
is capable of executing <strong>and</strong> achieving. As a<br />
result, you place otherwise competent people<br />
into positions <strong>and</strong> situations where they<br />
struggle <strong>and</strong> flounder.<br />
In time, your frustration <strong>and</strong> dissatisfaction<br />
morphs a once confident <strong>and</strong> contributing<br />
employee into a demoralized <strong>and</strong><br />
indifferent anchor whose weight is becoming<br />
increasingly difficult to drag along.<br />
The question is when will you recognize<br />
that you cannot get the square peg to fit in the<br />
round hole? Will you do something about it?<br />
One of the most fulfilling aspects of being<br />
a leader is to coach <strong>and</strong> guide individuals<br />
to reach their full potential. We love to find<br />
diamonds in the rough <strong>and</strong> shape <strong>and</strong> polish<br />
them into sparkling gems. We should never<br />
allow ourselves to lose our belief in the capabilities<br />
of others to achieve great things. Next<br />
to our ability to dream, innovate <strong>and</strong> envision<br />
extraordinary companies, it is our belief in<br />
the human spirit that separates no-compromise<br />
leaders from mere taskmasters.<br />
Our strong belief in the capabilities of<br />
others is a great asset. However, you can run<br />
into trouble when you allow your needs, priorities<br />
<strong>and</strong> objectives to drive your decisions<br />
without considering an individual’s actual<br />
aspirations <strong>and</strong> strengths. For example, you<br />
need a manager <strong>and</strong> you have a talented <strong>and</strong><br />
high-performing employee.<br />
You proceed to “sell” this individual on<br />
the job, the possibilities, the income potential<br />
<strong>and</strong> the fact that it is the next rung on the<br />
success ladder. What you are betting on is<br />
that the high performance <strong>and</strong> achievements<br />
that their natural strengths produced in one<br />
area will translate into high performance <strong>and</strong><br />
achievements in a leadership role. Ladies <strong>and</strong><br />
gentlemen - place your bets.<br />
Recently, I had two conversations with<br />
leaders who were so stuck in the square peg,<br />
round hole trap that they were allowing<br />
their companies to implode around them.<br />
One leader called me to discuss a long-term<br />
manager in whom she had invested tens<br />
of thous<strong>and</strong>s of dollars in leadership <strong>and</strong><br />
systems training. Periodic discussions to<br />
clarify expectations, concerns <strong>and</strong> next steps<br />
would show limited, short-term results. As<br />
frustration <strong>and</strong> indifference became more apparent,<br />
the manager’s attitude <strong>and</strong> demeanor<br />
deteriorated. Other employees <strong>and</strong> leaders<br />
walked on eggshells, wondering what kind of<br />
mood would appear on any given day.<br />
After listening to story after story, I said,<br />
“I want to talk to that smart little voice in<br />
your head. Do you truly believe this manager<br />
will ever be able to do the job?” The answer<br />
her smart little voice gave was, “No.” We discussed<br />
how she was stuck in the square peg,<br />
round hole trap, <strong>and</strong> how, in the best interest<br />
of the manager, her team <strong>and</strong> her ability to<br />
lead, she needed to put an end to the situation<br />
so all parties could move on. She agreed.<br />
The other conversation was with a<br />
business owner who exp<strong>and</strong>ed his company<br />
<strong>and</strong>, in the process, created an opportunity<br />
for a top performer to invest in the company<br />
<strong>and</strong> buy stock. The plan was to have his new<br />
partner lead one location while he focused his<br />
attention on the new location.<br />
Well, the new location ramped up significantly<br />
slower than anticipated. Meanwhile,<br />
the partner found the accountabilities of<br />
being in full charge considerably beyond<br />
her natural strengths. The partner struggled,<br />
employees were frustrated <strong>and</strong> departed for<br />
greener pastures, <strong>and</strong> revenues plummeted.<br />
The owner had his h<strong>and</strong>s full with the new<br />
location. It was a scary <strong>and</strong> frustrating time<br />
for all.<br />
After meeting with both the owner <strong>and</strong><br />
the partner <strong>and</strong> discussing the frustrations,<br />
challenges <strong>and</strong> leadership blockages, we talked<br />
about building a realistic game plan. When<br />
checking on them recently, it was clear that<br />
nothing had changed. The partner was the<br />
square peg <strong>and</strong> the leadership position she<br />
was in was the round hole. Once again, the<br />
question was, “If you listen to the little voice<br />
in your head, what is it telling you to do?” His<br />
little voice was suggesting it was time to save<br />
his partner by reassigning her to work where<br />
her natural abilities could thrive.<br />
It is so easy for leaders to be stuck in these<br />
situations <strong>and</strong> to allow them to drone on for<br />
far too long. Even with the best intentions <strong>and</strong><br />
pre-screening, leaders can still discover that<br />
an employee is in over his or her head. It is up<br />
to the leader to recognize the signs early <strong>and</strong><br />
coach the employee to grow into the position.<br />
It is the leader who must recognize <strong>and</strong><br />
correct the situation before the damage <strong>and</strong><br />
costs begin to pile up. Most importantly, the<br />
leader must save an otherwise valuable <strong>and</strong><br />
appreciated employee from experiencing<br />
failure in a position of responsibility he or she<br />
was not prepared for <strong>and</strong> lacked the natural<br />
abilities necessary to succeed.<br />
Yes, leadership is a very complex game.<br />
Do you have any square pegs that you are<br />
trying to fit into round holes?<br />
Neil Ducoff is the founder <strong>and</strong> CEO of Strategies, a business training <strong>and</strong><br />
coaching salon specializing in the salon <strong>and</strong> spa industry. He is the author<br />
of Fast Forward <strong>and</strong> No-Compromise Leadership. For a signed copy, go to<br />
www.strategies.com. You can email Neil at neil@strategies.com.