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SEARCHSMALL TALK was anathema to Marilyn Ihloff, until she realized it got more attention than a diatribe on numbers. That was 10 years ago, just before she discovered the 4MAT system though her association with O’Neill-Blackwell and followed through with inyu training and workshops.
4MAT
Case Study
Type 2: The Processed-Focused Leader
Builds structure; needs to accommodate feelings.
Marilyn Ihloff
Owner of three Ihloff Salons, in the
Tulsa, Oklahoma, area.
SMALL TALK was anathema to Marilyn
Ihloff, until she realized it got more attention
than a diatribe on numbers. That was 10
years ago, just before she discovered the
4MAT system though her association with
O'Neill-Blackwell and followed through with
inyu training and workshops.
Marilyn Ihloff (left) and staffer Kate Cottrill enlisted a little help from American Airlines to ship hair clippings to the Gulf Coast for free. "Now, I connect with more than data," says Ihloff.
"I always looked at numbers and went
right into the what; I was missing the why,"
recalls Ihloff. "At meetings, there was too
much reading of agenda and providing data; the staff's eyes were
glazing over. I had to get in touch with my inner Type One-ness!"
To build her "stretches," Ihloff now starts with the "whys" and
invites creative input. She says that the biggest payoff is in happy,
well-attended staff meetings.
"To make the meetings interesting to everyone, we revamped
them with music, slide shows and creative input," says Ihloff. "Three
people make a presentation to a specifi c department, then we have
a break-out session, during which the creative staffers can share
the hows and the what ifs. Our meetings are limited to two hours;
negatives are not allowed!"
Ihloff also struggled to get staffers to recommend retail. Her salons
were averaging $9 per ticket, yet she knew
that nearly 80 percent of consumers buy one
new hair product within 24 hours of a salon
visit. But, how to stop those eyes from glazing
over? Here's her Type 2 list for elevating her
salons' average retail ticket to $15 in about
20 months.
1. Set a benchmark. Ihloff used Aveda's
$12.50 per ticket.
2. Explain the why. Retaining guests is the
reason stylists are in the business. Don't ask
them to sell; ask them to educate, demonstrate
and recommend home-care programs, so
that they can retain guests.
3. Demonstrate, provide dialogue, coach and use role-playing
with feedback. Encourage employees to personalize the dialogue.
Practice roleplaying until everyone feels comfortable. Make it fun and
encourage employees to "fire up their Type Four-ness," as Ihloff says.
At her salons, the product recommendations were then integrated into
a comprehensive "Every Guest, Every Time," system, which includes
the greeting, service-delivery imperatives, placing three products in a
basket, walking guests to the desk, pre-booking and using referral cards.
4. Track and measure results. "To make this happen, you need a
management team with representatives from all four Types," says Ihloff.
"Working together makes us all more balanced individuals."
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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