
The Constant
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.
Despite the challenging year we've just experienced, it's vital that today's salon leaders stay positive in order to guide their businesses, teams and guests through this new reality. Eurisko's Leon Alexander offers some strategies to stay strong and focused on the good.


Dr. Leon Alexander, founder of Eurisko Design.
If you told me a year ago, I’d be writing an article entitled “How to Stay Positive During the Pandemic,” I’d probably laugh it off as a hyperbolic framework to talk about positivity. Who knew this is where we’d be?
Our lives have been turned upside down by the outbreak. Work is different. Any social life has virtually ground to a halt. “Social Distancing” is suddenly a phrase we know and hear daily. Fear and uncertainty are rampant.
Anxiety thrives on the unknown. By and large, despite all the ups and downs geopolitically, we’ve all become accustomed to relative stability and predictability. Now, however, our changing world all but ensures waking up to a new set of rules, limitations, and changes.
Nobody knows when our industry will return to a sense of new normality. It has already had a devastating effect on a number of salons closing their businesses for good. Other salon owners have accumulated large amounts of debt. As I write, many salons are currently on shutdown.
The hair community hurts when we hear of a salon going out of business. The media, manufacturers, consultants, service providers and salon owners are all in this together. Estimates vary depending on which report you believe, but the latest prediction is about 30% of salons will not survive. It’s even higher for brick-and-mortar retailers.
Prepared to be busy.
When this is all over, consumers will again venture out to salons and retail locations in increased numbers, and 100% of consumers will be visiting about 70% of the remaining salons. The diligence and planning of salon businesses today, will absolutely bear fruit in the future.
It has become noticeable how some salon business models have failed to react, while others have not only adapted but some have even been able to grow. The latter with an integrated holistic approach where digital & physical were not separate aspects, but the common denominator of an omni-channel customer experience, and have become the new business model in the industry.
At the expense of our personal lives and the economic uncertainties the lockdown has created, the positive impact has been precisely to clarify unquestionably in which direction the future of our industry is going.
Salons are now forced to think outside the box – the disruption of service was already going on, but now every salon understands the risk of the crisis. Therefore, everyone is spurred on to think about new concepts and new ways to interact with customers, such as Instagram stories to show new collections, retail by delivery or online and proactively get in direct contact with customers via social media. It’s far from being revolutionary, but it shows what kind of service level salons will have to offer in the future.
The switch to e-commerce by mature customers is an example of the growing digitalization of the silver generation and represents an opportunity for those salons with established online presence to reach new customers that used to shop in a traditional way.
What’s certain as we exit the pandemic, we will see a savvier consumer, and the businesses that are consumer centric will flourish in the new world order.
How to stay positive
Two important actions are required to remain positive. Close your day, every day, with a positive acknowledgement of something you’ve accomplished, learned or are grateful for. It will help dilute some of the negativity you’ve absorbed from social media or the news and will remind you, not everything that’s happening right now is bad. At least an hour before you close your eyes, disconnect from all electrical platforms.
Invest in the uplifting
Secondly, surround yourself with uplifting media, people, activities, and thoughts that can help encourage a more optimistic outlook and mindset, even in the face of stress and loss. The more you immerse yourself in activities that involve peace, happiness and positivity, the more it can influence your mood and outlook.
In these challenging times, it may help to look at the words of Francis of Assisi.
“Start by doing what’s necessary; then do what is possible; and suddenly you are doing the impossible.”
All the darkness in the world cannot extinguish the light of a single candle.
Looking outside our industry to the greater good
One positive aspect of COVID-19 is the effect on the environment. Carbon emissions are down globally and with manufacturing and air travel greatly reduced, the planet has had a chance to restore.
Another outcome is a rejuvenated sense of community and social cohesion. Self-isolation challenges us as social animals who desire relationships, contact and interaction with other humans.
However, people all around the world are finding new ways to address the need for interconnectedness. In Italy, one of the worst-hit countries, people are joining their instruments and voices to create music from balconies. Some people are leading street dance parties while maintaining social distancing.
Coronavirus is driving a new wave of corporate social responsibility. The pandemic has become a litmus test for how seriously companies are caring about the community, employees, consumers and the environment. Businesses thrive by following a strong moral compass.
A period of change
They say necessity is the mother of invention, and so far, we’ve seen incredible strides being made across a myriad of sectors. Additionally, the time in which it’s taken for organizations to transform their operations to fit with our new way of life is staggering.
I’m not denying tough times still lie ahead, but we’ve seen what can truly be achieved when distractions are taken away and transformation programs are prioritized. This pandemic has caused a watershed moment for many and pushed through changes that may not have come to fruition for years to come.
Change we previously thought would take 2-3 years minimum to implement has been achieved in just one week. Take the higher education sector for instance, solely online courses were previously seen as something that would take years to pull off. Yet out of necessity in just three weeks several universities across the globe have made all of their courses accessible online.
Conclusion
The gift COVID-19 is giving us is a new sense of appreciation and gratefulness. It has offered us a new perspective on everything we have taken for granted for so long – our freedoms, leisure, connections, work, family and friends. We have never questioned how life as we know it could be suddenly taken away from us.
Hopefully, when this crisis is over, we will exhibit new levels of gratitude. We have also learned to value and thank health workers who are at the frontline of this crisis, risking their lives everyday by just showing up to their vital work. This sense of gratefulness can also help us develop our resilience and overcome the crisis in the long-term.
All of these positive aspects come at a great price. As heartbreaking and frightening as this crisis is, it’s positive outcomes can be gifts we should not overlook. If we ignore them, all of this becomes meaningless.
It will be up to us to change ourselves and our business to continue with the positive environmental impact, peace, connectedness, innovation, corporate responsibility, reimagined education and gratitude. This crisis will end and when we meet again, we can do so as better human beings.
We all know hope is not a strategy, but we can use the acronym of the word HOPE to look to the future with optimism.
We will HEAL, we will have OPPORTUNITIES, we will be POSITIVE and we will EMERGE!

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.

Pagoda, a new AI-native operating system for scheduling, payments, patient records, marketing, and client communications, launches at Skinovatio Medical Spa in Arlington Heights, Illinois.

At a panel discussion hosted by L’Oréal Professionnel in Paris in early July, French Philosopher Sophie Galabru explored the cultural shift where women are increasingly choosing natural, personalized color results over traditional grey coverage. In an exclusive interview with SALON TODAY, Galabru and L’Oréal Professionnel Colorist Pierrick Beringer discuss this shift and how salons and colorists respond.

At Salon Blonde, Director of Operations treats the staff as the salon's most important guests, while her wonderful 'nerdy' side, loves data, systems, and numbers. Find out how she makes Salon Blonde tick.

In an exclusive interview with SALON TODAY, Salon Owner Salvatore Minardi reflects on his past 18 months as Intercoiffure America Canada's World Talent Exchange Ambassador and how his experiences will help encourage cultural and artistic exchange and support greater engagement between ICA and the global organization Intercoiffure Mondial.

Everything you need to know about client retention as a salon owner.

Owner Shelby Bills says her general manager, Sydney Osborne, reminds her of the power of leading with heart. Find out how Osborne became a great leader in our lastest installment of Meet the Manager.

In her latest blog, Kati Whitledge identifies the five stages salon owners go through when a team member leaves the salon unethically, offering advice for each stage.

The beauty and wellness businesses pulling ahead aren’t just working harder—they’re using AI to capture demand, personalize pricing, and convert more of every guest interaction into revenue. Here’s what the benchmark data reveals about the growing gap between AI adopters and everyone else.
Sponsored by Zenoti
Stop chasing recruitment ghosts on generic job boards and start curating an elite team. Discover the framework that top-tier salons use to bypass phone tag, automate visual portfolio vetting, and attract high-earning, culture-first beauty professionals directly through real-time messaging. Turn your recruitment process into an exclusive brand invitation that keeps your highest-ticket chairs permanently filled.
Sponsored by Beautista
Your calendar looks full, but is all of that demand actually converting to revenue? From phantom rebookings to underpriced peak hours, the 2026 Benchmark Report exposes five revenue leaks that most beauty and wellness businesses don’t even know they have.
Sponsored by Zenoti

After moving to Colorado and teaching at a cosmetology school, Allison Stock joined Zandi K as a stylist, eventually becoming part of the Leadership Team, Education Team and Master Bridal Team. Today, as Director of Operation, Stock is Owner Nicki Wenz's right hand, managing human resources and operations, education and career development, and coaching and culture.

In a world dominated by e-commerce, salon owners push back with proven strategies to increase retail sales while motivating team members to educate their clientele and delighting clients with retail-themed events and clever merchandising displays.

The company's Concealed Bead Method is raising the bar for what professional extension education can deliver.

Scott maximized her micro-salon by transitioning from stylist to strategic owner, focusing on recruiting and station-sharing. By prioritizing her ownership role over behind-the-chair work, she grew her team to six stylists within the two-chair, 150-square-foot space before eventually moving to a larger facility.