Spa Executive | Issue 11 | October 2019

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Don’t let a toxic employee poison your spa workplace. To spot them, look for: A person who is very self regarding. Minor’s study found that people who are highly “self regarding,” as opposed to “other regarding,” are more likely to be toxic employees. A self regarding person does not “internalize the cost that their behavior imposes on others,” wrote Minor. “A way to capture one’s degree of other-regardingness is to identify how concerned one is about taking care of another’s needs.” This concern should impact the choices one makes, and someone who is more self regarding is, therefore, more likely to cause toxicity because they don’t care how their actions affects co-workers. Someone who is overconfident. According to Minor’s paper, overconfidence is an inflated belief in one’s own abilities that can be linked to engaging in misconduct. Someone who is overconfident believes that the probability of the better outcome is higher than it actually is. It makes sense to also associate overconfidence with higher self regard and a propensity towards always being right. Confidence is good. Overconfidence can be toxic. Someone who always insists on following the rules. This one is odd, but according to Minor, people who claim the rules should never be broken — as opposed to saying sometimes it’s necessary to break the rules to accomplish something — are significantly more likely to be terminated for breaking the rules. Minor suggests that this is a form of Machiavellianism of which we should be wary. Heightened tensions and drama when one person is around compared with when they are not. Moving away from Minor’s findings and into more general territory, if it feels like tensions tend to mount and fall on a regular basis, look around and see if there isn’t a common denominator. It could be just one person causing all that tension — if you can spot that person, you’re going to have to address it. “A way to capture one’s degree of other-regardingn ess is to identify how concerned one is about taking care of another’s needs.” The last one standing. I once worked at a company with a manager whose entire team kept getting fired one after the other. Project after project tanked under this person’s leadership, and yet she remained at the company while her employees kept getting let go – she even got promoted. At no point did her superiors ever seem to think maybe the problem was her, though everyone else around could see it plain as day. Someone who always has a problem. You know that one person who is never happy? Some of us might look for an explanation for this person’s constant complaints, assume that it’s our fault or someone else’s, or worry that they’re justified in some other way. But sometimes a person is just difficult and enjoys being unhappy – and that unhappiness will spread to the rest of your team. A person who is always right. We all know that person who can never back down and admit to being wrong. In an employee and colleague, this behavior can be very hard to handle and can certainly poison an atmosphere. One who is never wrong lacks humility, as well as the openness to learning that makes a great team member. Keep an eye out for the person who is never wrong. They are bad for any environment. Someone who seems to be at the top of the pecking order. You can’t always spot bullying but you might notice that a hierarchy has formed with a monarch at the top and subjects underneath who genuflect and vie for that person’s favour. This can seem benign on the surface but is an unhealthy peer structure that should be monitored. Nobody should be in charge but management, and even then nobody should be behaving like a queen bee. Back to Minor’s research, the study found, interestingly, that toxic workers are actually very productive, which may explain why managers tend to keep them around. But they’re still not worth it, because they ruin the work environment and can turn non-toxic workers into toxic ones. You’ve heard of the bad apple spoiling the whole bunch. Spotting the person presenting an issue is the first step towards fixing the situation. 07 | Spa Executive Management
HOW TO GET YOUR SPA IN THE MEDIA BY CHRISTINA DAVES As a spa owner or manager, getting customers in the door is one of the most important aspects of your business. Advertising is one option, but that can get expensive. Have you ever considered pitching the media? There is no faster, more effective way to expose your business to thousands, hundreds of thousands, even millions of potential customers and the best part: it’s free. Here’s how to get your spa in the media People tend to be afraid of the media. They think it’s an exclusive club that only certain people are allowed to join. It is important to remember that media today is 24/7/365 so journalists need our story ideas. The key is creating good, newsworthy stories that will benefit that journalist’s specific audience. Take the time to do your homework and learn what type of story fits in the format of a particular media outlet. Marketing Spa Executive | 08
Page 1 and 2: ISSUE #11 OCTOBER 2019 SPA EXECUTIV
Page 3 and 4: Contents October 2019 Volume 11 3 N
Page 5 and 6: BAKUCHIOL A GENTLER ALTERNATIVE TO
Page 7: HOW TO SPOT THE TOXIC EMPLOYEE POIS
Page 11 and 12: HOW TO IMPROVE YOUR ONLINE REPUTATI
Page 13 and 14: Look inside the Albamhor Spa at Sco
Page 15 and 16: Spa Executive FOR LEADERS IN THE BU
Page 17 and 18: TRENT MUNDAY The Spa of Tomorrow an
Page 19 and 20: With that context in mind, the spa
Page 21 and 22: Signs of skin cancer spa therapists
Page 23: own may be first signs of melanoma,

Spa Executive | Issue 11 | October 2019

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