masterful coaching module Part 3 Successful Salons · 2020. 11. 24. · module Successful Salons...

masterful coaching moduleSuccessful Salons

Part 3

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A Successful Salonscademy

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Successful Salons Academy — Masterful Coaching

Giving and Receiving Feedback 3

The Performance Management Cycle 6

Effective Feedback 9

Transparency 12

Do as I do and say as I say 14

Appreciative and Constructive Feedback 16

Appreciative Feedback 17

Constructive Feedback 18

Personality Styles 21

DOPE Test 22

Notes 23

CONTENTS



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By the end of this phase, you will be able to:

• Understand how coaching and feedback supports the performance management cycle

• Understand the different types of feedback, the benefits and their impact on driving a teams performance

• Understand the importance of consistent and balanced approach to coaching and feedback

• Set yourself up for success in building a coaching and feedback culture in your salon

introduction

What is a coaching culture? It is an environment where:

People are not afraid of providing feedback, however are appreciative of receiving it as well.

GIVING AND RECEIVING FEEDBACK



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The Emotional Bank

When it comes to improving and maintaining your working environment relationships with others, the Emotional Bank Account is a very powerful tool for the development of interpersonal relationships. If you’ve never heard of this, it basically means that anyone with whom we have a relationship with, whether it be our co-workers, family, and friends: we maintain a personal “emotional” bank account with them. This account begins on a neutral balance. And just as with any bank account, we can make withdrawals. However, instead of dealing with units of monetary value, we deal with emotional units.

The emotional units are centred on trust. When we make emotional deposits into someone’s bank account, their fondness, trust and confidence in us grows. As a result our relationship develops and grows. If we can keep a positive reserve in our relationships, by making regular deposits, there will be greater tolerance for our mistakes and we’ll enjoy open communication with that person. On the contrary, when we make withdrawals and our balance becomes low or even overdrawn, bitterness, mistrust and discord develops. If we are to salvage the relationship, we must make a conscious effort to make regular deposits.

1. Understanding the individual

“Seek first to understand then to be understood”. Truly understanding what others are feeling is not always that easy. We need to remove ourselves from egocentric viewpoint and put ourselves into the minds and shoes of others. We must try to first understand the thought patterns and second walk in their shoes or empathize with them.

An issue that may arise when communicating with your team members is, while they are talking you may tend to think “what am I going to say next’. Truly understanding someone requires you to wholly and completely concentrate on what the other person is trying to say, not responding, just waiting to fire off your response.

2. keeping commitments

Certainly when we break our promise to others, we make major withdrawals from their Emotional Bank Accounts. However, keeping commitments is not just relegated to promises. It also includes things such as arriving to work and appointments on time, fulfilling our duties and living up to our every word that comes out of our mouth.



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3. clarifying expectations

There is nothing more frustrating in a working relationship than not understanding what is expected of you. Although many of us wish we could be, we are not mind readers. Because each of us sees life differently and has different backgrounds and life experiences, expecting someone to just “know” is not only unfair but also completely unrealistic.

It’s important that the person with whom you are dealing with, knows exactly what is expected of them. Doing this will keep them out of the dark and allow them to relate to you confidently, knowing that what they are doing is in line with your expectations.

4. Attending to the Little Things

Little courtesies, kind words and warm smiles are at the heart of the little things that brighten up to a day-to-day working relationships. It shows recognition and an awareness of others. It’s interesting, however within our relationships, if you want success, it’s the little things that really become the big things.

5. Showing Personal Integrity

Nothing is probably more damaging to a relationship, than a lack of integrity. Being that the emotional Bank Account is based upon trust, you could essentially be doing all of the previous things, however without trust, it is to no avail. Integrity means wholeness, completeness, or soundness. Integrity is the rock-solid foundation upon which all successful relationships are built.

6. Apologising Sincerely When We Make a Withdrawal

We are all human! We make mistakes. That’s part of life and learning. Knowing when you are wrong and admitting your mistakes prevents the wounds that you’ve caused in others from festering and allows them to heal. When appropriate, sincere apology will keep your relationships accounts in the positive, allowing you to maintain the balance that has been created in your application of all of the previous steps.



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THE PERFORMANCE MANAGEMENT CYCLE Coaching and Feedback forms an important part of the Performance Management Cycle. This session concentrates on step 1 & 2 of the cycle on how to maintain a coaching culture in their store.

• Performance Management is an integral part of any Salon Owners role and it’s crucial that time and commitments are given to this part of your role.

• Effective Performance Management requires a salon owner to be thorough in the approach and commit to use the Performance Management cycle every day.

• Actively managing performance ensures that each team member is able to excel in their role and your ability to performance manage effectively is critical to your teams success.

• Part of the expectation of you as a salon owner is to keep a handle on people issues and manage them tightly before they get out of hand.



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THE PERFORMANCE MANAGEMENT CYCLE

1. clear expectations

for performance

coaching coaching

coaching

3. appraisal process

individual development

plan

2. ongoing observation &

feedback

4. performance management

5. warnings: if performance management fails



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what is feedback?

So what is feedback? What is its purpose? What are some best practices when giving and receiving feedback?

Understanding feedback and how to use it will provide you with the foundation for becoming an effective coach. Coaching is a significant management competency so it is a skill that when practiced, will ensure you are delivering on the expectations of being a Salon Manager.

what sort of feedback is there?

The best coaching and feedback occurs daily in real time. The everyday interactions you have with your team can provide fantastic opportunities to provide team members with mentoring and clarity around expectations of behavior and performance. If you utilize the time effectively, you can transform your workdays into lots of coaching moments which, when done consistently, we will reduce the need for formal feedback meetings.

The two types of feedback you can use to support your daily coaching are:

Appreciative Feedback

Constructive Feedback



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EFFECTIVE FEEDBACKeffective feedback is...

• Specific

• Behavioural

• Timely

• Well intentioned

• Solution Oriented

• Solicited

• Descriptive

• In Context

• Blame Free

• Clarified

• Unemotional

• Consistent

• Future

• Balanced

• Honest



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Why Give Feedback?

• To let someone know what they are doing right

• To build on someone’s strengths for even better results

• To identify where someone might need improvement

• To boost someone’s confidence

• To build your teams strengths skills and knowledge

• To add to the emotional bank

Advantages of Feedback

• Builds high performing individuals and teams

• Builds a sense of security

• Insight into self

• Understanding of others

• Learning about the impact of our behaviour

• Motivation

• Challenge

• Clarification of the expectations of the company and you

• Broadening your perspective

• Opening up of communication channels



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Who gives feedback?

The salon owner generally do the formal coaching process and documentation of performance. However, giving and receiving feedback to reinforce positive behaviours or to help someone improve her performance is something that can be done by anyone.

We all benefit from giving and receiving feedback. Often, the best ideas and suggestions to improve performance come from the most unlikely places. Creating a coaching culture, where feedback is valued and used, is a way to increase the chances that those great ideas are identified.

Effective Daily Coaching

An effective salon owner and coach needs to be clear in the expectations of the team

Use Role Profiles and the competencies within them to set the performance expectations of your salon as a company and you as the Salon owner.



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TRANSPARENCYbe open

Your team should always know that part of your role is to enable them to be the best they can be and that involves consistent coaching and feedback.

• You need to be clear in regards to your expectations as a Salon Owner and what you want to achieve as a team. This is a vital link to your team understanding why you are a daily coach.

• If they are aware of this they will come to work with the right mindset. They will expect it and embrace it because its part of whom you are as a Salon owner.

• You should openly communicate and explain to your team that the things you coach them on through the day is about helping them reach their goals and develop a road map that they can refer to in order to improve.

• You want to clarify that on floor feedback is independent from performance management i.e. the goal is to provide in-time feedback and provide support. You are not “judging” their performance, you are observing it to ‘seek to understand’ how you can support them.

• Being overt about what the team has achieved will also strengthen the culture of coaching environment in your salon because your team will see the positive results of your coaching and feedback, which assisted them to improve their own performance.



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be a role model

• Display the behaviours you expect from your team

• You are the leader who sets the standards for the behaviour and performance in your salon

• You need to consistently display the behaviours you expect to see in your team.

• You have to be the driver of all performance KPIs that you expect from your team.

• The most effective and successful managers lead by example



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DO AS I DO AND AS I SAYHow can you put a positive spin on feedback?

• Build a relationship of mutual trust – The foundation of every relationship, regardless of its nature is trust. Your team members need to develop trust that you are here to help them to succeed and not gather information that can be used against them. You need to establish an atmosphere of open communication and mutual respect. What is also important is that you should also be able to trust your team members i.e. anything discussed during the session is confidential and that the feedback is used for performance improvement and development.

• Open the meeting – your team member should always know what the meeting is about so that they come in with the right mindset. A good way to start is to have an informal opening statement where you explain to the team member that the meeting is about helping them reach their goals and develop a road map that they can refer to in order to improve. You want to clarify that feedback sessions are independent from performance management i.e. the goal is to provide in-time feedback and provide support. You are not “judging”: their performance and the coaching sessions are not linked to any compensations or promotions. By clearly defining what the objectives of the feedback is it helps the team member to be more receptive to the conversation.

• Get agreement – this is the most critical step in a feedback session: getting the individual to agree that there is a performance issue. Before you bring up the issue, you as the salon owner need to describe the issue in terms of the behaviours so that it does not become personal. Be careful not to assume that your understanding of the situation is the right one. Your session is a two way communication process. You should encourage your team member to explain how much they interpret the behaviours and agree on the nature of the issue.

• Explore alternatives – With the help of your team member, brainstorm alternative solutions to the issue. You want your team to come up with specific alternatives and not general ones. The reason is that you need to hold them accountable to the solutions and clearly define what your expectations of the performance are. You should help them set goals and support your team members in coming up with specific alternatives.



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• Get a commitment to act – it does not matter how great your solutions to the issues are until you get full commitment from your team member to act. This step is crucial because you need to show your commitment to their road map as well i.e. if you offer any mentoring or training you need to follow through with it. Also give them your commitment by asking how they want you to support them.

body language

Body language is important in setting the tone when you are coaching on the salon floor. Its real time feedback so you shouldn’t be leaving the floor to find a table that makes for a formal meeting and separates you from the team member. That should only come into play when you have the need for a formal review or performance management meeting.

• Have an open presence by standing facing them with arms uncrossed. Be open and receptive to what they have to say.

• Make eye contact to show them that you are actively listening and that you are genuinely interested in what they are saying.

• Be respectful and try to complete your feedback in the moment. If you are called away, as so often happens in a salon environment, remember to return to your team member. Incomplete feedback does not set a team member up for success.

• Try to make notes. It will help you to remember the important points of the conversation and is useful for follow up sessions. It is also a way to show the team member that you are invested in their development.

Daily Coaching and feedback

Informal coaching does not take place in scheduled team member reviews however in everyday workplace conversations. These conversations may be short or long, one to one or within a group, task focused or people focused – what qualifies them as coaching is not a formal model or structure, however a style of conversation.

Because informal coaching is a way of doing things rather than a clearly defined program, there is no overall beginning and end, however an ongoing process. The conversation becomes open-ended, with markers such as goal setting and review occurring along the way, not as book ends however part of a larger process of learning.



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• Praises good behaviours that drive performance

• Can be offered both publicly or privately

• Should be given more often than constructive feedback - you should be looking for the things people are doing right

• Identifies behaviours that might be started or modified in order to improve performance

• Should be offered privately

• Should incorporate a higher level of questioning in order to understand the cause of the behaviour

both types of feedback have the following characteristics in common:

• Focused on behaviours and the consequences of those behaviours, not on personality

• Based on actual observed behaviours, not on perceptions or opinions

• Aimed at improving or reinforcing performance and not attacking or patronising the receiver of the feedback

APPRECIATIVE & CONSTRUCTIVE FEEDBACK

appreciative feedback

appreciative feedback

constructive feedback

constructive feedback



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APPRECIATIVE FEEDBACK

giving appreciative feedback

When you think about appreciative feedback, remember the following:

• Most people respond well to praise. Giving it once in a while is good; however giving it frequently is better!

• Praise both privately and publicly, depending on the person and the situation: some people are uneasy with public recognition, while others love it!

• Identify the specific behaviour in detail and explain why it’s important.

receiving appreciative feedback

It’s important to be open to feedback. You can even ask for it. At first you may find feedback difficult to accept, however in the long term it will help you grow and be a successful leader.

Keep these practices in mind when receiving appreciative feedback:

• Accept it graciously: Say ‘thank you’. It’s okay to accept positive feedback and not downplay your appreciation (e.g. ‘oh it was nothing’. ‘I really didn’t do that well’. Downplaying someone’s appreciation, even when you do it out of modesty, might discourage that person from giving additional feedback in the future because they may feel you don’t care what they have to say.

• Ask open-ended questions if the feedback is vague. You could say something like ‘thanks for telling me my salon is great’ what exactly stands out to you?’ This will give you helpful information you can build your future success on.



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CONSTRUCTIVE FEEDBACK

Keep in mind that all team members react differently to constructive feedback. Offer your support in developing a plan if they are struggling to come up with their own. Finish the discussion by setting a follow up session to keep track of the team member’s progress. Show enthusiasm that they can achieve what they have set to do – you want to leave the conversation on a positive note.

Constructive feedback is a lot harder to deliver than appreciative feedback. You don’t want to hurt anyone’s feelings and you don’t way to be inappropriate. That will not be a problem, if you are successful at creating a coaching culture in your salon.

Before Giving Constructive Feedback

• Frame it: “May I share an observation with you?’

• Start out on a positive note so the team member feels at ease: “you do a great job making clients feel comfortable.”

• Avoid using the word “but” so the positive doesn’t sound unimportant: “I find that people that have that skill are very successful in their up-selling attempts.”



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giving Constructive Feedback

Take the following three steps when giving constructive feedback:

• Identify the behaviour. Be specific.

“I observed you didn’t suggest additional products with last few clients.”

Explain why it’s important.“We might be missing an opportunity to increase out Retail Sales % and our Average $ KPI results”.

• Ask questions and listen. Seek to understand the person’s point of view.

“You said the client was happy with her treatment and didn’t look like she would have appreciated to be “pushed” into buying a product. What made you think that”?

• Encourage the person to reflect on the situation. Many people view upselling as being pushy, when in fact it usually is about alerting the client about possibilities she may not have considered.

“Is it possible your client might have appreciated you telling her about the serum that would help her combat the issue she is facing? What is the worst that could have happened if you told her about it?”

Remember the 80/20 rules, 20 % of the time asking questions and 80% of the time listening to the answers.

after Giving Constructive Feedback

End on a positive note with a positive statement e.g. “Ill think you’ll get the hang of it pretty quickly” This way your team member wont walk away feeling upset, angry or frustrated. Also, its vital you make sure you follow through on any commitment you make to support your team member.

Finally, be proactive in looking for opportunities to offer appreciative feedback in order to reinforce progress you have made with your team member.



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receiving Constructive Feedback

Its normal to be disappointed, surprised or feel confronted by constructive feedback. However, the first thing you should realize when someone is giving you feedback is that he/she is trying to communicate to help you. Other than that, here are a few tips to help you make the most out of this type of feedback:

• Don’t become defensive. If you catch yourself arguing or pushing back, stop talking and simply listen.

• Ask specific questions about the feedback you are receiving to accurately identify exact points without emotions attached. Just as in giving feedback, receiving feedback needs to be specific and follow the rules of being effective.

following up Constructive Feedback

Whatever feedback you receive is worthless unless you actually act on it to push your performance to the next level.

Consider these tips to make the best out of any constructive feedback you receive.

• Identify a good related to the feedback. Give yourself a time frame to act on it.

• Come up with an action plan to accomplish your goal.

• Review your progress regularly. Set aside time, maybe the beginning or end of the week to work on your goals.

“If people are not told they are appreciated they will assume the opposite”

You will find in your member’s area a Personality Profile this is a great tool for you as a salon owner and coach.

A great idea is to have your team members fill them out at a team meeting and then if they feel comfortable read out their profile.

This will help you get a wee insight into the whys and how’s of why each team member acts or reacts they way they do. Also fellow team members will get a wee insight into each other and may adapt themselves to help each other out.



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PERSONALITY STYLESPersonality profiling first developed in 1928 by Dr. William Marston. Marston came up with the DISC personality types (D - Dominant, I - Influencer, S - Steady, C - Compliant) that form the basis for many of the styles used in today’s personality profiling.

Using Marston’s basic principals, Dr. Gary Couture developed the DOPE system. DOPE stands for Dove, Owl, Peacock and Eagle.

dove: The peaceful dove. The dove is people-orientated, loyal, friendly, hard working and a great team player. Dove is diplomatic, security minded, warm, reliable and soft-hearted but tends to avoid change, confrontation, risk-taking and assertiveness.

owl: The wise owl. The owl is logical, mathematically minded, methodical and sometimes seen as a perfectionist. The owl can be slow to make decisions and inflexible if rules and logic says otherwise. Owls are not big risk takers but love detail. They are intellectual, analytical, systematic problem solvers, concerned with the facts, process and perfection. They want to know the who, what, where, when and why.

peacock: The showy peacock. The peacock loves talking, being the centre of attention, has passion / enthusiasm and is happy / optimistic. Peacocks can be accused of talking too much, and arent good with detail or time-control. Can be undisciplined. Social butterfly, spontaneous, people person, ideas person, delightful and persuasive.

eagle: The bold eagle. Eagles are dominant, stimulated by challenge, decisive and direct. Eagles can be blunt / stubborn, can lose sight of the big picture and can be insensitive to other people’s needs. Eagles are natural achievers. Leaders, controllers, direct, orientated towards productivity and goals, and bottom line results.



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DOPE TESTDirections: Reading horizontally, mark the one word out of that row that best describes you. Once you have marked an answer in all 40 lines. Vertically add up the columns whichever column displays the higher number will relate to that personality style.

Column 1 Column 2 Column 3 Column 4

Animated Adventurous Analytical AdaptablePlayful Persuasive Persistent PeacefulSociable Strong-willed Self-sacrificing HelpfulConvincing Competitive Considerate Asks permissionRefreshing Resourceful Respectful ReservedSpirited Self-reliant Sensitive SatisfiedPromoter Position Planner PatientSpontaneous Sure Scheduled Laid-backOptimistic Outspoken Orderly ObligingFunny Forceful Faithful FriendlyDelightful Daring Detailed DiplomaticCheerful Confident Cultured ConsistentInspiring Independent Idealistic InoffensiveDemonstrative Decisive Deep Makes friendsMixes easily Mover Musical MediatorTalker Tenacious Thoughtful TolerantLively Leader Loyal ListenerCute Chief Chart-maker ContentedPopular Productive Perfectionist PermissiveBouncy Bold Behaved BalancedBrassy Bossy Bashful Blank - no opinionUndisciplined Unsympathetic Unforgiving UnresponsiveRepetitious Resistant Resentful Reticent-hesitantForgetful Frank Fussy FearfulInterrupts Independent thinker Insecure IndecisiveUnpredictable Unaffectionate Unpopular UninvolvedHaphazard Headstrong Hard-to-please HesitantPermissive Proud Pessimistic PlainAngers easily Argumentative Alienated Easy-goingNaive Nervy Negative attitude NonchalantWants credit Workaholic Withdrawn WorrierTalkative Tactless Too sensitive TimidDisorganised Domineering Depressed DoubtfulInconsistent Intolerant Introvert IndifferentMessy Manipulative Moody MumblesShow-off Stubborn Skeptical SlowLoud Lord-over-others Loner PassiveScattered Short-tempered Suspicious SluggishRestless Rash Revengeful ReluctantChangeable Crafty Critical Compromisingdove total owl total peacock total eagle total



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NOTES



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NOTES

Notes10: Notes8:

masterful coaching module Part 3 Successful Salons · 2020. 11. 24. · module Successful Salons...

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