What is Value Added?

Hi,

When a veterinarian sets a dog's broken leg she's added value to a life. When an engineer designs a bridge to cross a river, she's added value by allowing people and goods to cross the river. When a small business owner creates jobs in her community, she's added value by helping her employees provide for themselves and their families. These are examples of value-added activities each of us can relate to and it's easy to see the improvements the vet, the engineer, and the entrepreneur bring to the table.

There are other ways value can be considered. For example, value can simply be delivered. Imagine the office assistant whose only job it is to do what she's told, "Get coffee for our guests," "Order lunch for our clients," "Run down to UPS and mail this package to our account in Omaha," "Call my 10:30 appointment and tell her I'll be 5 minutes early." The thinking and intention behind the action comes from someone else, probably the boss, and the assistant's only role is to deliver, not create value.

Value can also be destroyed. Can you remember a time when you were treated poorly at the Post Office, or in a retail store, or by someone in a call center supposedly helping you fix your computer? If you've ever been treated like a number, been taken for granted, or expected to spend an unreasonable amount of time on hold, the person you were working with was actually destroying value for their organization. The destruction occurs at the point you don't receive the service you require and it occurs again when you decide to never return.

In general, our jobs and careers tend to correlate to the amount of value we create, deliver, or destroy. Jobs that create a lot of value tend to be personally rewarding because they give us a sense of accomplishment and meaning--knowing that what we do is making a difference. In the private sector, they also tend to pay better. Jobs that simply deliver value don't tend to be as rewarding financially or emotionally. And, in our experience, any worker who destroys value has issues to work out whether they are personal or professional.

Professional hair stylists have the opportunity to add an enormous amount of value and the potential to be very satisfied emotionally and financially. If you are one of those, please share your thoughts. We'd love to learn how you create value and derive meaning from your work. If you are not one of those, please contact me. I'd love to help you on a path toward a richer career experience.

Jim

Lucavia

(925) 980-7871
gojimlucas@lucavia.com
www.lucavia.com

© Copyright Jim Lucas 2009-2010 All Rights Reserved

You May Be a Professional Hair Stylist

Hi,

Creating value is at the core of every profession and every business—even at the core of every person. How fortunate stylists are to have the opportunity to create value on at least two levels. On a practical level, it is through their mastery each of us have access to better looking hair. On a deeper level, they have the potential to make us feel better about ourselves, improve our confidence and self-esteem, and even help us be more effective personally and professionally.

We believe hairdressing is a profession. We also believe that through ignorance, lack of role models, and inertia many stylists approach hairdressing as a trade rather than a profession. In this post we are talking to professionals and those who aspire to become professionals.

Let’s take a quick look at some characteristics stylists have in common with other professionals. Like teachers, business people, and pharmacists; stylists need specialized knowledge. Like lawyers and doctors; stylists must commit to lifelong continuing education. Like authors, playwrights, and artists; stylists need imagination. And, like counselors, entrepreneurs, and bankers; stylists must exercise judgment. Compared with tradesmen, who may well have rich and satisfying jobs, stylists enjoy the upside potential of creating extremely satisfying careers, lifelong learning, and a high degree of autonomy.

One of the wonderful consequences of being a professional is the relative degree of control you have over your work. Professionals tend to be mobile—they can earn their living almost anywhere they want to live. Professionals enjoy a certain regard from people in their communities and social circles. Professionals also have some say about their work environment. For example, authors, lawyers, and dentists have a high degree of control over whether they work within organizations or whether they work in solitude. Either is an effective way for them to do their jobs and the choice simply reflects who they are as people or the degree of socialization they require in their work environment.

Stylists have the same freedom of choice. In an earlier posting called, “What’s In It for Me?” stylists who prefer to work alone can see how they might prefer to open a little studio, or work in a Warehouse Model salon. Stylists who have relatively low needs for social interaction, or who simply want to focus on their individual practice, can thrive in those environments. For those stylists who enjoy being part of a team, who have a collaborative work style, who seek a balance between the collective interest and the individual interest, and who want to be part of something larger than themselves the Branded Model salon is a better choice. We’ll stop far short of saying one of these models is better than the other—but we admit that we not only prefer, but advocate, the Branded Model and actually seek out those stylists who prefer that kind of work environment.

If you have questions, or want to discuss the personal and professional benefits that stylists can enjoy by working in Branded Model salons, please contact me.

Jim

Lucavia

(925) 980-7871
gojimlucas@lucavia.com


© Copyright Jim Lucas 2009-2010 All Rights Reserved

What's In It for Me?

Hi,


Working with as many salon owners as we do it hasn’t taken long to get a general sense of the culture that exists in salons. In this case we’re using the word culture to mean: The knowledge, experience, beliefs, values, attitudes, and behaviors of a group of stylists.

At the highest level, what we’ve found are the two ends of the culture spectrum in salons. At one extreme salons are little more than common spaces where independent individuals have gathered to do hair to the best of their abilities. The salon owner provides little in the way of value-added services and tends to simply collect rent (in whatever form) in exchange for putting a roof over everyone’s head. We call this the salon Warehouse Model where the focus is on the individual stylist’s independence and autonomy. At the other end of the spectrum are salons which are run as integrated brands. We call this the Branded Model where the focus is on the client experience, team interdependence, and a collective interest in creating something meaningful and lasting—in addition to providing a place where stylists can do hair. Of course, most salons fall somewhere in between the extremes of this continuum.

We believe there are a few strategic options in the salon business that offer killer opportunities to salon owners interested in capitalizing on them. Integrating the client’s experience into every aspect of the salon’s brand is one. Selling retail in comparison to beauty supply shops is another. Creating an integrated brand is also an enormous opportunity for several reasons—chief among them the fact that so very few salons recognize it as an opportunity. This means that those salon owners who do see and act on the opportunity stand to gain such a distinct point of difference they will create a fundamental competitive advantage over their salon competitors—most of whom tend toward the Warehouse Model.

In short, the advantages of the Branded Model—strictly from the stylist’s point of view, not to mention those for the salon owner, are:

Better business education

Increased technical competence

Client growth and loyalty

Improved financial security

Personal enrichment and satisfaction

Better interpersonal skills and relationships

Greater self confidence and improved self image.

As Stephen R. Covey discusses in his book First Things First all human beings have a common need to, “To live, to love, to learn, and to leave a legacy.” We believe the Branded Model is the better way to satisfy these needs—and to ignore these needs is quite simply a shame.

If you have questions, or just want to discuss these ideas, please contact me.

Jim

Lucavia

(925) 980-7871

gojimlucas@lucavia.com


© Copyright Jim Lucas 2009-2010 All Rights Reserved

Stylists Should be Selfish

Hi,

This isn’t what you’ve been taught.

Be selfish.

In order to meet someone else’s needs you have to meet your own needs first. If you’ve flown in a commercial aircraft, you heard, “In the event of a loss of cabin pressure place the oxygen mask firmly over your nose and mouth. Then, assist those around you.” It makes immediate sense doesn’t it? If you aren’t breathing, A) Well, you’re not breathing and that’s bad, and B) You aren’t able to help others. This is a great example of being selfish or meeting your own needs first.

In personal relationships it often works the same way. If your needs are not met then, sooner or later, you will develop resentment. In general, we’ve been taught to be people pleasers. To be good girls and boys. To be quiet. To be polite. To let others go first. But, if we’re always giving, giving in, and compromising, who is taking care of us and our needs? Probably no one. It’s from there our resentment surfaces usually manifesting itself in destructive or passive-aggressive ways. Learning to negotiate for your own needs is a great example of being selfish because it allows you to give of yourself freely and in a heartfelt way.

In business the same principle applies. As a stylist, first you need to understand your needs (see our post “A Stylist’s Competitive Advantage”) and then align yourself with a salon owner who can meet those needs. To succeed, salon owners must create a shared vision that mobilizes their staff to do certain things in the best interest of the salon. They know their staff will only support the salon’s needs if each individual’s needs are met by taking the action requested of them—otherwise stylists agree to do certain things but then don’t follow through. This is usually because they don’t see an immediate, tangible benefit or they don’t think the benefit outweighs their current behavior. Being clear and open about your needs is a great example of being selfish and reduces business frustration and misunderstanding.

In the meantime, salon owners will be hiring staff members based on their natural desire to help the salon meet its business objectives—and building a shared vision with their staff that makes it clear how the salon’s needs are also in each stylist’s best interest.

If these ideas appeal to you, please contact us to discuss how to implement them in your salon. We’d love to help you reach your business objectives, in fact, that’s all we do.

Jim Lucas

Séva Education

(925) 980-7871

gojimlucas@sevastyle.com

© Copyright Jim Lucas 2009-2010 All Rights Reserved

Beyond Customer Centric

Hi,

Over the last 100 years, or so, business strategy has evolved. Without trying to be thorough, the progression has gone something like this:

SKILLED

Artisans and crafts people developed specialized skills that brought customers to their door.

DISTRIBUTION

Middlemen and merchants created markets that attracted customers to central places.

MASS PRODUCTION

Interchangeable parts allowed formerly custom-made goods to be mass produced at lower costs.

TECHNOLOGY

The automation of mass production that rapidly drove costs down making products affordable to even more consumers 

CUSTOMER-CENTRIC

Understanding and serving the customer’s needs as the way to gain competitive advantage.

Most readers will recognize we are currently in a customer-centric period (with a strong dose of technology mixed in) where it’s pretty common to hear companies talking about “The customer is always right,” “Customer focus,” and “Client service.”

Séva is developing an innovative new business strategy called Transformational Client Experience or TCE. Transformational Client Experience argues for a fundamental shift in the way brands serve clients as a means of competitive advantage. In the past, once a company had acquired skills, distribution, mass production, and technology—they realized they needed to become customer-centric because all their competitors had pretty much the same skills, distribution, mass production, etc. Only those brands who got to know their customers were able to thrive, since simply producing low-cost products wasn’t enough—those products had to actually satisfy customers’ real needs and wants. (For example, it’s often argued that losing customer focus is what brought Detroit and the American auto industry to near disaster.)

We believe TCE represents the next significant shift and that it will raise the bar and redefine client service. If you would like to learn more about TCE, and the difference it can make for your salon or spa, please contact me. We’d love to share more of our insight and listen to your story.

Jim Lucas

Séva Education

(925) 980-7871

gojimlucas@sevastyle.com 

© Copyright Jim Lucas 2000-2010 All Rights Reserved

A Stylist’s Competitive Advantage

Hi,

Like everyone in business—or in the art world for that matter—stylists must compete. They compete for clients, for pay, for the best hours, the best chair, and to work in the best salons. But, what makes one stylist more competitive than another?

We believe that stylists, and other practitioners in salons and spas, compete in five main areas:

TECHNICAL COMPETENCE

The ability to cut, color, and style hair is probably the first factor that comes to mind for most stylists. If you don’t “do hair” very well, you’re obviously at a significant disadvantage. But you may be at an even greater disadvantage if you think your competitiveness relies on talent or ability alone.

CLIENT SERVICE

Next, we’re certain many would cite customer service as something they must perform well in order to excel—but how many realize that client service is just as important to the well-rounded stylist as ability? Beyond that, how many stylists are actively improving their understanding of client service and work to improve those skills?

REVENUE PRODUCTION

We’ve met a lot of stylists who think of their ability to earn is somehow independent, or only loosely related, to the health and well being of the salon where they work. In fact, the competitiveness of the stylist and the salon itself are inseparably woven together. The stylist must earn, the salon must profit, the salon then reinvests in their space and their brand, which in turn provides employment for the stylist. We encourage stylists to consider this interdependence the next time their salon owner approaches them about retail, average ticket size, number of clients per day, etc. Everyone is in it together.

BUSINESS KNOWLEDGE

Perhaps there is awareness that stylists need to develop business knowledge in order to improve their competitiveness—but few are focused on it. Precisely because it is so important, and so few bother to take it seriously, we believe it is one of the easiest ways for savvy stylists to set themselves apart from the crowd.

TEAMWORK

Another aspect of competitiveness that gets lip-service but not a lot of serious effort is teamwork. Because clients have a sixth-sense about the harmony and vibe in a salon or spa, because there are many times that one stylist would benefit from the expertise of another, and because everyone must have a shared vision if a salon is to be transformed into a powerful brand; teamwork in today’s environment is critical to a thriving salon.

THE HIDDEN FACTOR

Often the salon itself isn’t thought of as a competitive advantage for the stylist—but it clearly is. Salon owners who create unique experiences, recognizable brands, and salons that run smoothly are doing something very, very important for stylists—they are developing long-term demand, ensuring client satisfaction, and creating an environment where stylists can do their best work. Whether a stylist perceives this as ample walk-in traffic, clients who, “Love your new location,” or who pick up on the great vibe; working with salon owners to help them achieve their objectives is one potent way to ensure that stylists themselves improve their ability to compete—with the salon down the street.

If you would like to discuss these ideas or learn more about Séva Education, please contact me.

Jim Lucas

Séva Education

(925) 980-7871

gojimlucas@sevastyle.com

© Copyright Jim Lucas 2000-2010 All Rights Reserved

The Case for Planning

Hi,

Many of us get so caught up in what we’re doing we look back after a day’s, week’s, or month’s work and ask ourselves, “What have I accomplished?” It’s true. We get so busy, or we let ourselves get so busy, that we don’t set aside the time to gain some perspective, to set goals and then lay out a plan to get from where we are to where we want to be. No wonder we’re not sure if we’ve actually gotten anything done.

Well you’re not alone. The majority of your competition is doing the same thing.

Consider the case of a sailor at sea. Contemplating a trip from Los Angeles to San Francisco, or from Florida to the Bahamas, or even from Lisbon to New York. First she checks her training and equipment and gathers all the resources she’ll need to make the trip. Next she charts her course and writes it down stage by stage. She estimates the time it will take and what it will cost. Little will be left to chance because she knows the elements are unforgiving and—while luck is always welcome—to complete the trip she’ll have to be more than lucky. Once she’s set sail she has to take the wind and currents into account. Her charts are drawn with straight lines but she knows that she will drift and nothing is as simple as it seems. She knows some of the currents and winds are too strong to take head-on. She’ll have to work with the elements and keep checking her charts against her current position and make thousands of adjustments before she successfully arrives at her destination.

This is a simple metaphor. It’s a compelling argument for actively planning the success of your salon. It’s easy to relate to the idea that building your business is a journey and that you’re the captain of your ship. You too need the right knowledge, equipment, and resources. But above all, you need to chart your course and then constantly check to see if you're on track or if the current is taking you away from your goal.

Séva Education not only helps you gather the knowledge you need, we teach you how to chart your course. We suggest you begin while your competitors are still sailing around in circles. Come on, this is going to be fun!

Jim Lucas
Séva Education
(925) 980-7871
gojimlucas@sevastyle.com


© Copyright Jim Lucas 2009-2010 All Rights Reserved