MENU
SEARCHLaura Ortmann and the management team at Ginger Bay Salons and Spas learn they can accomplish big goals more easily after they developed The Commitment List and started assigning goals and accountability to specific team members.
Ginger Bay's Commitment List.
A few years back Laura Ortmann and her management team at Ginger Bay Salons and Spas in St. Louis became frustrated when they realized every time they went into the annual planning meeting, the same goals—like overhauling the employee handbook and developing a new stylist training program—would creep onto the list year after year. “Like all salons, we’d leave the meeting then get caught up in putting out fires and put the big goals on the back burner,” she says. “Then, a manager brought me a copy of our annual goal list from 2010 to show me the handbook project was on it five years ago.”
So in 2016, the management team took all their lists and sticky notes and condensed and compiled them. They also put big sheets of paper with key salon functions, like technology, human resources, financial, marketing, customer service and retail, around the room and asked the managers to put ideas on each list. They then created a composite list and had each manager go back and rank the ideas on each sheet by importance.
Ultimately, they team created the “Third Location List” – a list of goals the team felt they needed to accomplish before they added another location. Instead of revisiting the list during the next annual meeting, the team started reviewing progress on the list at each monthly management meeting. In addition, Ortmann puts a manager in charge of each item on the list (and she takes responsibility for a few) and the person in charge is accountable for presenting progress on the goal at each meeting.
Soon, the team was crossing big items off the list—including the new employee handbook and the stylist training program—and putting new things on the list. Inspired by Steven Covey’s “7 Habits of Highly Effective People,” and his WIGs or Wildy Important Goals, they changed the name to The Commitment List. They’ve also learned that the maximum number of goals they can have on the list at any one time is seven. “Five would be great, but we always have more pressing issues, but 10 items is overwhelming,” Ortmann says. “What the list has really taught us is the value of saying ‘No.’ Our team has many great ideas, but when there are too many projects we don’t get as much accomplished.”
Ortmann says not only does it feel great to cross off big goals off the list, but there’s a value in showing the rest of the staff salon what the managers are working on. “When we cross a big goal off the list, we celebrate with the whole team,” she explains. “Recently we had a meeting where we reviewed 12 of the new policies in the Employee Handbook. Different employees were selected to introduce different sections, and afterword they celebrated with cupcakes and the announcement that the salon would close this summer for one afternoon while the team takes a retreat to a Cardinals baseball game.
Ortmann will be sharing the story of The Commitment List in her presentation at Data-Driven Salon, which will be held in Atlanta June 25-26. To learn more about the event or register, visit datadrivensalon.com.
Discover how to create a true “WOW experience” for every client by first building a culture where your team feels engaged, empowered, and inspired. Drawing on Calvin Stovall’s Iconic Framework, this blog explores how salon, spa, and clinic leaders can strengthen culture, elevate customer experience, and build a business that stands out for the long term.
Sponsored by Phorest Salon Software
The wellness industry is growing fast, and salons and barbershops already are an important part of it. In her first blog, Tracy Rado shares where the wellness dollars are heading, and how salon's can grow with this movement.
While salon sales are increasing, owners often feel they're working harder for the same or less profit. Leverage Q2 data from The KIM Report, Alain Audet reveals some of the structural changes that are dampening your growth and why your region and your salon size matters.
Weaknesses in your business are amplified during the Holiday Season. Spark Pro Global's Lucy Randall shows you five things to do now to have the strongest holiday season yet.
In Kati Whitledge's latest blog, she shares how salons have moved away from dress codes and embraced appearance standards. But by removing strict dress codes, some businesses may have unintentionally lowered their appearance standards. Whitledge helps you explain to your team why an appearance standard is important and how to smoothly implement a new appearance policy.
The Small Business Health Care Tax Credit is a non-refundable tax credit for for-profit businesses that provides a financial incentive for eligible employers who offer health insurance coverage to their employees. Leticia Skrabut, Esq., walks you through how to claim that credit.
Developing strong work habits early in one's career supports long-term success in the salon industry. Jesse Linares offers new stylists his top five tips.
Most salon owners have no idea what these numbers are. You can hit record sales and still have a profit problem. The difference comes down to four numbers almost nobody was taught to track.
Sponsored by Strata Salon Systems™
A five-area audit every owner-dependent salon needs to run. You built something that looks successful. Now find out if it can survive without you.
Sponsored by Strata Salon Systems™
Every month you put off fixing the problem, it gets bigger, more expensive, and harder to solve.
Sponsored by Strata Salon Systems™
At Janet St. Paul Studio for Hair and Beauty, Director of Operations Natasha McMillen helps bring her wife Janet St. Paul's vision to life, elevating every system from education to operations.
Expand your color service menu with the Pinstripe technique. Brooks and Brooks' Marlon Hawkins walks you through the technique.
The strongest salons, spas, and med spas know which numbers tell the real story of their business. In this practical guide, Phorest breaks down the five essential KPIs every business should track to improve retention, boost revenue, and make smarter decisions with confidence.
Sponsored by Phorest
At Bella Style Salon in Slidell, Louisiana, Director of Operations Angela Meyer tackles inventory, team management, and guest relations. Read all about her in our latest Meet the Manager.
Starting at Impressions front desk in 2006 when he was 19 years old, General Manager Paul Petrowsky is a seasoned professional who owner Sarah Taylor says is responsible for much of her own success.
Planning is in full swing for the most anticipated events and promotions for the 2026 holidays. As owners share their favorite ways to celebrate, they prove that a carefully planned event can also build culture, increase client loyalty, boost sales, and set a business up for a successful 2027.
When things run amok at Mane Attraction Salon, Owners Chris and Jenny Knudsen say General Manager Sami Hernandez is their go-to resource and ultimate sounding board. Meet Sami in this installment of Meet the Manager.
