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.
by Stacey Soble
The Possibility-Focused leader
EVEN HER NAME SPEAKS of possibilities. “It’s like Type 4 was written using a description of me,” says Dreama Kees, whose vision was to create a salon where no one ever burns out. “I work from creativity, and I’m attracted to people who are like me; Type 2s are downers!”
July 11, 2011
3 min to read
4MAT
Case Study
Type 4: The Possibility-Focused Leader
Creates exciting vision;
needs structure.
Dreama Kees
Owner of two Ivy Salon and Spas,
Greenville, South Carolina area.
EVEN HER NAME SPEAKS of possibilities. "It's like Type 4 was
written using a description of me," says Dreama Kees, whose vision was
to create a salon where no one ever burns out. "I work from creativity,
and I'm attracted to people who are like me; Type 2s are downers!"
Dreama Kees (left) and Ivy's General Manager Jessica Hoshall, put their heads together to make the salon
profitable and fun for everyone.
Made drowsy by details, Kees realized she needed help with analytics.
So, three years into ownership, she hired a General Manager, Jessica
Hoshall, who viewed numbers dispassionately-as behavior indicators.
(She was hired for her test results as an extreme Type 2.) Hoshall created
lists, schedules, structures, HR manuals and situational scripts. She also
began using the salon's software to create reports. "Before hiring Jessica,
the computerized desk was a fancy cash register to me," admits Kees.
As a result, both salons increased business in the past two economically
challenging years. From June '09 to June '10, the two locations' average
increase was 12 percent. Clients also became so salon-loyal, that at least
60 percent thought nothing of switching service providers. Given her
touchy-feely focus, you'd think it would take a crowbar to get clients
out of Kees' chair but she says even her own clients are happy to switch.
Here's how that happened:
First, Hoshall created a scripting manual for the desk that included
what to say when callers couldn't get the appointment they wanted with
"their" stylists. The caller was assured that database record keeping and
identical education allowed great service-delivery from anyone in the
salon. A similar dialogue took place during prebooking, when the client
could actually meet different stylists. (It's always explained why clients
should rebook within a certain timeframe and that they are considered
Ivy Salon clients.) As a double bonus, because of a two-year effort to
prebook, the salon has seen no decline on returns-clients still come
back every six weeks on average.
"We all use the same language, and there is no staff animosity or
client resistance to switching stylists," says Kees. "Clients are always
told they are Ivy Salon clients. I wanted brand loyalty, not loyalty to one
stylist. Now, by stressing the brand, I can
keep everyone busy and even build
new stylists faster." Which, in turn,
makes the staff just as loyal to Ivy
Salon and Spa as the clients are.
In the same series:
What's Your Leadership Style?
The People-Focused Leader
The Process-Focused Leader
The Productivity-Focused Leader
The Possibility-Focused Leader
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